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Few phenomena explain human behaviour in organisations as well as the Hawthorne Effect. Discovered in the 1920s and 1930s, this effect demonstrated something surprising for its time and extremely relevant to modern leadership: people improve their performance when they know they are being observed, valued or supported.

Image: Interaction Design Foundation

In the study conducted at the time, researchers concluded that it was not changes in working conditions that led to improvements, but rather the attention given to employees. Through systematic observation, productivity records, test groups, controlled changes of variables and comparisons with control groups, researchers concluded that: The attention given to workers positively influenced their performance. This was documented in scientific reports of the time and published in reference works such as Management and the Worker (1939), proving that when someone feels their contribution matters, their engagement grows, motivation increases and performance improves.

Feedback: the modern version of the Hawthorne Effect

In a recent publication, McKinsey underlines that the greatest obstacle to talent development is not technological, but rather human. Lack of clarity about expectations, little guidance, insufficient feedback, and leaders with limited availability to provide continuous support. This is where history meets the present. What the Hawthorne factories revealed a century ago, McKinsey confirmed: organizations that create cultures of monitoring, feedback and development accelerate talent and enhance the resilience of their employees.

In other words, there is talent, but structured feedback is lacking. And if the Hawthorne Effect taught us that attention increases performance, then a feedback culture is the contemporary way to transform that attention into a system. Today, we know that: regular feedback increases intrinsic motivation; frequent conversations promote a sense of belonging; structured monitoring reduces talent gaps; close leadership improves productivity and retention. When people feel that someone is supporting them, investing in them and valuing their journey, the human brain activates focus and energy mechanisms similar to those observed in Hawthorne. It is not feedback that motivates. It is the meaning it conveys.

The role of the resilient leader: observe, listen and elevate

If the Hawthorne Effect teaches us that attention transforms behaviour, then the role of leadership in the 21st century is clear: develop resilience, be presence and not just position. The impact is clear: leaders who invest in monitoring and feedback have better-prepared employees, more resilient teams and more effective processes. The question is no longer how to resist disruption and respond by developing, but rather how to build systems that adapt and thrive within it. Resilience is now an imperative for business success, not a defensive shield to help weather an isolated storm.

According to the WEF, organisations consider themselves increasingly prepared and resilient, and in this context of multiple political, economic and technological scenarios, not only of rapid transformation but also of a future difficult to predict, we need managers prepared to make tough decisions and go beyond the way “things have been done until now.” Engaging and listening to teams allows the leader to decide more and better, building a foundation of support, accountability and employee engagement, the fundamental basis for evolving through change.

Image: World Economic Forum

The Hawthorne Effect showed that the simple act of observing changes behaviours, the feedback culture shows that the act of monitoring changes organisations. In 2026 and in the years to come, competition between companies will not be only for technology, but also for the ability to lead closely and to be resilient in the face of change. And it starts with something older than any software: genuine attention to people.

Article by Sérgio Almeida, in partnership with Vida Económica.