Editing Pygmalion effect (section)

== Mediator - leadership behavior ==
Leadership was identified by Eden and Shani as a mediator of the Pygmalion effect.<ref name="Pygmalion goes to boot camp: Expect">{{cite journal |last1=Eden |first1=Dov |last2=Shani |first2=Abraham B. |title=Pygmalion goes to boot camp: Expectancy, leadership, and trainee performance. |journal=Journal of Applied Psychology |date=April 1982 |volume=67 |issue=2 |pages=194–199 |doi=10.1037/0021-9010.67.2.194}}</ref> The study discovered that trainees with strong command potential gave instructors better overall leadership evaluations than trainees in the control group. According to a later analysis of the survey by Eden,<ref>{{cite journal |last1=Yoder |first1=Janice D. |last2=Eden |first2=Dov |title=Pygmalion in Management: Productivity as a Self-Fulfilling Prophecy |journal=The Academy of Management Review |date=January 1991 |volume=16 |issue=1 |pages=209 |doi=10.2307/258615|jstor=258615 }}</ref> instructors were rated more positively on each of the four management leadership dimensions by Bowers and Seashore.<ref>{{cite journal |last1=Bowers |first1=David G. |last2=Seashore |first2=Stanley E. |title=Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership |journal=Administrative Science Quarterly |date=1966 |volume=11 |issue=2 |pages=238–263 |doi=10.2307/2391247|jstor=2391247 }}</ref> Eden referred to this phenomenon as the Pygmalion leadership style (PLS). PLS includes consistently promoting, supporting, and reinforcing expectations, which leads to the subordinates adopting, accepting, or internalizing those expectations. Notably, those instructors needed to be made aware of their different manner of treating the trainees, supporting Rosenthal's claim that how instructors treat high-expectations people are not consciously intended or deliberate.