This article was automatically translated from the original Turkish version.
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The Golem Effect is a psychological phenomenon that explains how individuals’ performance is negatively affected due to low expectations placed upon them. Originally examined in the context of educational and organizational psychology, this concept posits that low expectations directed at an individual can adversely shape their cognitive and emotional processes. This effect typically emerges through the expectations that teachers hold toward students, managers toward employees, or parents toward children.
The Golem Effect is associated with research conducted by Robert Rosenthal and Lenore Jacobson in the 1960s Pygmalion Effect on. While the Pygmalion Effect demonstrates that high expectations enhance an individual’s performance, the Golem Effect is the inverse: low expectations lead to poor performance. This phenomenon can be explained through the mechanism of the self-fulfilling prophecy complete road. situation self-fulfilling prophecy
The Golem Effect operates through several key psychological mechanisms:
In educational settings, the Golem Effect arises when teachers hold low expectations for certain students. Teachers may provide fewer academic opportunities, offer less feedback, or overlook the potential of these students. This can reduce the student’s academic performance and lead to a loss of self-confidence. Research shows that teachers’ expectations regarding students significantly influence their academic achievement. If a teacher believes a student will fail, this expectation may manifest in behaviors such as paying less attention, giving less encouraging feedback, or assigning simpler tasks such as.
This dynamic can damage the student’s self-belief, reduce their academic effort, and result in lower achievement. Thus, the teacher’s negative expectation becomes a self-fulfilling prophecy. Meanwhile, students may consciously or unconsciously perceive the expectations their teachers hold for them. Students subjected to low expectations may experience the following negative outcomes:
For example, unconscious biases held by teachers and families in STEM (Science, Technology, Engineering, and Mathematics) fields may lead girls to participate less in these areas and pursue them less frequently successful.
Leaders may hold conscious or unconscious expectations about their employees. In organizational settings, managers’ negative expectations about employees can reduce their performance. If a manager believes an employee is inadequate, this may result in fewer opportunities being offered, limited or negative feedback, insufficient investment in the employee’s development, and less attention given to their ideas reason.

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In this scenario, the employee senses the manager’s low confidence in them and gradually loses motivation, beginning to exhibit lower performance. This cycle confirms the manager’s initial low expectations, preventing the employee from reaching their potential. In the workplace, the Golem Effect only can negatively impact not only individual performance but also organizational success. Employees subjected to low expectations may experience the following outcomes:
For instance, if a manager believes a team member lacks leadership skills, they may avoid assigning that person leadership projects or opportunities. Over time, the employee loses the chance to develop those skills, reinforcing the manager’s original assumption.
The Golem Effect is a significant psychological process through which individuals’ performance declines due to low expectations, particularly in education and the workplace. In education, teachers’ expectations about students directly influence students’ self-confidence and academic achievement. In the workplace, managers’ low expectations toward employees can negatively affect motivation and job satisfaction. Awareness of this effect and targeted interventions can help individuals realize their true potential. strategic
Psychological Processes
The Golem Effect in Education
The Golem Effect in the Workplace and Leadership