For ambitious specialists on the way to the C-Suite, it can feel like a golden ticket to have influential mentors or a top-class boss. Star connections open doors, create early options and often fast advertising campaigns. But new Research Published in the Journal of Applied Psychology Finds that the same relationships with regard to long -term performance ratings can ultimately become a career obligation.
The researchers examined the career of 179 NBA head coaches over four decades. They found that those who had previously worked under industry icons, such as: However, if they have been exceeded, they were not rewarded to the same extent as their peers without star connections. These effects lasted nine years after the professional relationship with the star ended.
In order to test the results outside the professional sport, the researchers also carried out an experimental study with almost 500 professionals. The participants were asked to evaluate two hypothetical new employees in the design industry-one with an earlier draw to a well-known industry leader and one without. Although both employees received the same objective performance values, the employee associated with stars received less recognition for strong results and more fortune to arms.
The researchers refer to a concept in psychology that is known as a balance theory to explain this result. It is more likely that people rationalize information that confirms their existing beliefs. When someone has worked with a respected guide, the evaluators often put increased expectations and interpret the success of this person as expected. If you do not meet these expectations, the evaluators may still assume that they are talented and just experience a moment.
This tendency can have significant consequences for corporate environments. If prestige-by-association reviews influence, the actual performance can be overlooked. High expectations can create a glass ceiling for recognition, while those without famous connections can be assessed independently of their results.
The results also have an impact on managers who are responsible for succession planning and talent development. In particular, the tendency to equate family tree with potential can generate blind spots, distort performance ratings and hinder the recognition of the actual earnings. However, structured performance checks, clearly defined evaluation criteria and various decision -making factors can help alleviate these prejudices.
For rising managers, the results serve a clear memory that the association’s reputation is not sufficient. Despite a prestigious curriculum vitae, it is important to articulate and document specific successes, especially in moments with high operations, as research shows that the paradox of modern leadership is that connections can help you land the job, but make it more difficult to prove that you really deserve it.
Ruth umoh
ruth.umoh@fortune.com
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