Keen to Help? Managers' Implicit Person Theories and Their Subsequent Employee Coaching

By Peter A. Heslin, D. Vandewalle, Gary P. Latham. 2006

409 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/95a753daa56db0a27b2ed7ff12a97d3484fc451f

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Citations in the corpus

Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, methodology): “An incremental IPT nonetheless predicts providing people with supportive information to help them improve their performance (Heslin et al., 2006; Heyman & Dweck, 1998), rather than giving them a tongue-lashing (Chiu et al., 1997) or being punitive (Gervey et al., 1999) after they make mistakes.”
The manager as coach as a driver of organizational development (2010, background): “A person‟s implicit theory perspective, therefore, will have an influence on their coaching behaviour (Heslin et al., 2006).”
Managers' Implicit Assumptions About Personnel (2008, background): “…in their incrementalism; they also (a) provided the employee with a higher quantity and quality of suggestions for improving his performance (Heslin et al., 2006) and (b) exhibited greater acknowledgment of improvement in the employee’s performance than fixed-mindset managers in the placebo…”
It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships. (2011, background): “People who possess an entity theory are more likely to believe that individuals’ abilities are concrete or unchangeable (Heslin et al., 2006), whereas those who hold an incremental IPT believe that abilities and attributes are malleable and that people can change.”
The potential role of mindsets in unleashing employee engagement (2015, positive): “Although there is evidence that mindset dynamics generalize to the workplace (e.g., Heslin et al., 2005; Heslin et al., 2006), field research directly examining the relationship betweenmindsets and employee engagement, asmediated bymechanisms such as those depicted in Fig.”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, methodology): “Finally, this study also indirectly contributes to the literature on the adoption of coaching behaviors as a method of supervision and employee empowerment (Ellinger and Bostrom, 1999; Ellinger et al., 2003; Heslin et al., 2006) Recent research has shown that the adoption of coaching behaviors by ma”
Employee coaching relationships: enhancing construct clarity and measurement (2010, background): “Heslin, Latham, and VandeWalle ( 2006 ) draw on earlier work by London ( 2003 ) and Yukl ( 2002 ) in defining employee coaching as ‘managers providing one-on-one feedback and insights aimed at guiding and inspiring improvements in [employees’] work performance’ (p.”
Enhancing Cultural Intelligence: The Roles of Implicit Culture Beliefs and Adjustment (2017, background): “The impact of implicit beliefs on organizational outcomes has drawn increasing attention recently (e.g., Heslin et al., 2006; Kray & Haselhuhn, 2007).”
The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “As observed by Heslin et al. (2006) and Heslin and Latham (2004) although organizations and managers recognize the potential of coaching for improving performance, it is often the case that the introduction of a developmental coaching program does not show the expected results.”
Understanding applicant behavior in employment interviews: A theoretical model of interviewee performance (2011, background): “To illustrate, implicit person theory (Heslin et al., 2006) might suggest that interviewers who are more incrementally oriented (e.”