The potential role of mindsets in unleashing employee engagement

By Lauren A. Keating, Peter A. Heslin. 2015

182 citations recorded by the source corpus.

Engaged employees work vigorously, feeling dedicated and mentally absorbed in their work. Much is known about the kinds of jobs and work environments that stimulate employee engagement, yet levels of disengagement remain high in many organizations. To provide fresh insights into how to increase engagement, we draw on theory and research in social, educational, and organizational psychology to illuminate how mindsets are a personal resource that may influence employees' engagement via their enthusiasm for development, construal of effort, focus of attention, perception of setbacks, and interpersonal interactions. We outline several avenues for future research, as well as practical implications for organizational, managerial, and individual-level initiatives for increasing engagement via supporting employees in adopting and sustaining a growth mindset with regard to the challenges they encounter at work.

View Paper: https://www.semanticscholar.org/paper/b751afe087fd64b77919bbe3664808bc28b75cda

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Citations in the corpus

Growth Mindset for Human Resource Development: A Scoping Review of the Literature with Recommended Interventions (2020, background): “Studies have examined a growth mindset as one of the factors that enhance workplace engagement (Caniëls et al., 2018), employee productivity (Keating & Heslin, 2015), mentoring (Gregory & Levy, 2011), leadership (Gutshall, 2013; Heslin et al., 2005; Kam et al., 2014; Özduran & Tanova, 2017),…”
Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work (2018, background): “In a conceptual study, Keating and Heslin (2015) referred to five mechanisms via which employees’ mindset can induce employees’ engagement, namely, via their enthusiasm for development, construal of effort, focus of attention, interpretation of setbacks and interpersonal interactions.”
What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement (2020, background): “Connected, several scholars have focused exclusively on the antecedents of engagement (Chughtai & Buckley, 2011; Keating & Heslin, 2015; Rich, Lepine, & Crawford, 2010; Saks & Gruman, 2014; Wollard & Shuck, 2011).”