A study spanning four decades of data has found that prestige-based connections can shield underperformance and dampen recognition of genuine achievement. Published in the Journal of Applied Psychology, the research analysed NBA coaching careers and tested hiring perceptions among nearly 500 professionals.
Prestige-Based Ties Shield Underperformance and Undermine Recognition
The research revealed that former protégés of coaching legends like Phil Jackson had greater job security—even when their teams fell short. The trend extended to the design world, where participants in a hiring simulation favoured candidates linked to prominent figures.
According to the findings, “participants’ evaluations were skewed by the shadow of the industry titan associated with the connected designer.”
Psychological Theory Explains Mixed Outcomes of Mentorship
The study drew on balance theory to explain the mixed outcomes faced by those associated with high-status mentors. When expectations are high, strong performance may be undervalued, and shortfalls rationalised.
Bob Nardelli, a protégé of Jack Welch, led Home Depot to a 35% profit gain in 2002 but poor stock performance led to his removal. “I don’t understand getting punished,” he said.
Researchers Advise Executives and Professionals to Focus on Results
The researchers cautioned that the study’s context may not apply universally. The NBA’s male-dominated culture and reliance on simulated hiring in the second phase were noted as constraints. However, a consistent pattern emerged: connections to prestige shaped evaluations.
Executives were urged, “Don’t let reflected prestige cloud your judgement.” Professionals were told to emphasise performance: “Highlight specific outcomes you’ve delivered…”
Having a well-known mentor can help secure opportunities—but it may also complicate how performance is perceived. The study concluded: “In a world obsessed with who you know, let’s not forget to focus on what people actually achieve.”