Die Integration des Friedensstaates und der Pygmalion-Effekt[The Integration of Peace State and Pygmalion Effect]

This literature review explores integrating peace state concepts with the Pygmalion effect in workplace settings, examining how mental state management influences expectation-driven performance. While extensive research has documented how managerial expectations shape employee performance through the Pygmalion effect, less attention has been paid to the role of mental states in this dynamic. Through a systematic review of psychology, organizational behavior, and neuroscience literature, this paper examines how a peace state -characterized by reduced stress, enhanced cognitive clarity, and emotional regulation -may mediate the relationship between expectations and performance. The review synthesizes traditional Pygmalion effect study findings with emerging research on mental state management, neuroplasticity, and workplace performance. Key findings suggest that a peace state may enhance both the setting and reception of expectations, potentially amplifying the Pygmalion effect's impact on performance. Managers maintaining peace state appear better equipped to communicate authentic expectations, while employees in peace state demonstrate enhanced capacity to internalize and act upon these expectations. This integration offers new perspectives on sustainable performance enhancement in organizational settings, suggesting that combining mental state management with expectation setting may yield superior outcomes compared to traditional approaches alone. The paper concludes by identifying research gaps and proposing future directions for empirical investigation of this integrated framework.