ORCID Profile
0000-0003-3559-7188
Current Organisation
UNSW Sydney
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Publisher: Academy of Management
Date: 03-2011
Publisher: Academy of Management
Date: 08-2019
Publisher: Elsevier BV
Date: 07-2016
Publisher: Wiley
Date: 12-2016
DOI: 10.1002/JOEC.12040
Publisher: American Psychological Association (APA)
Date: 09-2005
DOI: 10.1037/0021-9010.90.5.842
Abstract: Four studies examined whether implicit person theory (IPT) regarding the malleability of personal attributes (e.g., personality and ability) affects managers' acknowledgment of change in employee behavior. The extent to which managers held an incremental IPT was positively related to their recognition of both good (Study 1) and poor (Study 2) performance, relative to the employee behavior they initially observed. Incremental theorists' judgments were not anchored by their prior impressions (Study 3). In the 4th study, entity theorists who were randomly assigned to a self-persuasion training condition developed a significantly more incremental IPT. This change in IPT was maintained over a 6-week period and led to greater acknowledgment of an improvement in employee performance than was exhibited by entity theorists in the placebo control group.
Publisher: Elsevier BV
Date: 07-2016
Publisher: Cambridge University Press
Date: 2017
Publisher: Elsevier BV
Date: 2023
Publisher: Oxford University Press (OUP)
Date: 30-05-2022
Abstract: In their insightful commentary, Murphy and DeNisi (2021) highlight that there is little consistent evidence for the proposition that age stereotypes negatively influence personnel decisions about older employees. Yet older workers increasingly report witnessing or experiencing age discrimination based on such stereotypes that impede them from securing and maintaining employment, as well as being given developmental opportunities and advancing at work. What, then, might explain this discrepancy between the scientific and anecdotal evidence? In response to Murphy and DeNisi’s (2021) call to consider potential moderators of stereotyping effects, we introduce lay theories that managers hold about older employees as a step toward understanding when and why age-stereotyping and ageist personnel management may be likely to emerge. We also discuss how older employees’ meta-lay theories could shape their reactions to Murphy and DeNisi’s (2021, p. 5) potentially dissonant message that research does not support the widely held assumption that “negative stereotypes of older workers play an important role in age discrimination in the workplace.” We suggest several avenues for research focused on understanding lay theory and age-stereotyping dynamics, as well as how this research could be leveraged for practical initiatives to ameliorate their potentially destructive impact.
Publisher: Wiley
Date: 07-05-2012
DOI: 10.1002/JOB.1795
Publisher: SAGE Publications
Date: 23-09-2011
Abstract: Although there is a vast literature on employee reactions to procedural injustice, little is known about the important issue of why some managers are less procedurally just than others. In this field study we found that a manager’s implicit person theory (IPT i.e., extent of assumption that people can change) predicted employees’ perceptions of the procedural justice with which their last performance appraisal was conducted. These procedural justice perceptions in turn predicted employees’ organizational citizenship behavior, as partially mediated by their organizational commitment. This research provides an initial empirical basis for a new line of inquiry that extends existing IPT theory into the realm of perceptual, attitudinal, and behavioral responses to people as a function of their IPT. Other contributions to the IPT, performance appraisal, and procedural justice literatures are discussed.
Publisher: Elsevier BV
Date: 2005
Publisher: Academy of Management
Date: 08-2010
Publisher: Informa UK Limited
Date: 09-2012
Publisher: Oxford University Press (OUP)
Date: 19-02-2021
Abstract: Successful aging broadly refers to the development and maintenance of favorable life outcomes with increasing age. We propose that the likelihood of people aging successfully is enhanced by routinely engaging in habitually repeated, enjoyable actions (henceforth, “rituals”) that cultivate their personal resources in the physical, emotional, mental, social, and spiritual domains. We suggest that fixed mindsets will impede the discovery and adoption of such rituals, whereas growth mindsets will facilitate people exploring, trialing, and perpetually enacting rituals that help them age successfully. After defining successful aging, we explain the nature of mindsets and discuss their role in systematically cultivating relevant physical, emotional, mental, social, and spiritual resources. Practical ex les of personal resource-building rituals are provided throughout. We outline several avenues for future research to test hypotheses derived from the propositions we have advanced and illustrate how mindsets might be deliberately fostered to support successful aging. We also suggest potential boundary conditions on the utility of growth mindsets.
Publisher: SAGE Publications, Inc.
Date: 2006
Publisher: SAGE Publications, Inc
Date: 2017
Publisher: Academy of Management
Date: 2014
Publisher: Wiley
Date: 1999
Publisher: Academy of Management
Date: 2015
Publisher: Academy of Management
Date: 08-2017
Publisher: SAGE Publications
Date: 06-10-2023
DOI: 10.1177/10422587221128270
Abstract: Why do some potential entrepreneurs promptly engage in entrepreneurial behavior while others do not pursue their entrepreneurial intentions or delay acting? This study investigated whether potential entrepreneurs’ mindset shapes engaging in entrepreneurial behavior and the time until they do so. Over a 16-month period, holding more of a growth (vs. fixed) mindset positively predicted taking various entrepreneurial actions and doing so sooner. Interestingly, these effects vanished when in iduals faced a less challenging context for entrepreneurship. Post-hoc exploratory analyses revealed that the COVID-19 pandemic magnified the impact of mindsets on entrepreneurial behavior. These findings pave the way for preliminary research on the viability of growth mindset interventions for fostering entrepreneurial behavior.
Publisher: Elsevier BV
Date: 2021
DOI: 10.2139/SSRN.3820287
Publisher: Academy of Management
Date: 07-2012
Publisher: Elsevier BV
Date: 03-2020
Publisher: Academy of Management
Date: 08-2017
Publisher: SAGE Publications
Date: 25-01-2019
Abstract: The substantial literature on dispositional antecedents of career success (e.g., extraversion and conscientiousness) implies that being low in career-facilitating traits may h er people’s careers. We develop a cognitive-affective personality system theory about the role of situational cues, personality, and mindsets regarding the plasticity of one’s attributes in determining when this will occur and how the related dysfunctional dynamics may be mitigated. We draw on trait activation theory to describe how the interaction of situational cues, personality, and mindsets may trigger an array of cognitive-affective units within a cognitive-affective personality system that influence subjective and objective career outcomes. The contributions of this article are to offer the largely between-person careers literature a within-person account of when and why people experience subjective and objective career success as a function of their personalities, situational cues, prevailing mindsets, and career contexts. A theoretical account of how personality predicts subjective career outcomes more strongly than objective career outcomes is thereby provided. Our intent is to also extend trait activation theory by considering the cognitive and affective dynamics whereby personality traits and situational cues have their effects. The conditions under which mindsets are likely to shape career outcomes are outlined. Finally, implications for mindsets, personality, and career theory, research, and practice are discussed.
Publisher: Elsevier BV
Date: 12-2015
Publisher: Routledge
Date: 12-11-2019
Publisher: Academy of Management
Date: 03-2011
Publisher: Wiley
Date: 22-12-2004
Publisher: Academy of Management
Date: 2015
Publisher: Routledge
Date: 03-01-2013
Publisher: American Psychological Association (APA)
Date: 08-2003
DOI: 10.1037/H0086943
Publisher: SAGE Publications
Date: 08-2003
Abstract: Subjective career success is typically measured relative to self-referent criteria, such as a person's career goals and aspirations. Part-time MBA students were asked to evaluate their “career success to this point in time” and to be specific about how they know the extent to which their career is successful. Drawing on Festinger's social comparison theory, this study examined whether they also use other-referent criteria, such as satisfaction with their income relative to their career peers. Other-referent success criteria were generated by 68% of participants. In addition, other-referent success explained 12% of unique variance in perceptions of overall career success. As predicted, participants with an entity implicit person theory (i.e., belief that ability and personality are largely fixed attributes) exhibited greater reliance on other-referent criteria. These results have implications for the conceptualization and measurement of career success, as well as for fostering the extent to which people experience career success.
Publisher: Cambridge University Press (CUP)
Date: 12-2009
Publisher: Wiley
Date: 03-2009
Publisher: Elsevier BV
Date: 04-2008
Publisher: Elsevier BV
Date: 06-2017
Publisher: Academy of Management
Date: 08-2018
Publisher: SAGE Publications
Date: 1999
Publisher: Academy of Management
Date: 08-2021
Publisher: Routledge
Date: 12-11-2019
Publisher: SAGE Publications
Date: 06-2008
DOI: 10.1111/J.1467-8721.2008.00578.X
Abstract: Effective managers recognize both positive and negative changes in employee performance and take appropriate remedial action when required. Managers' assumptions about the rigidity or malleability of personal attributes (e.g., ability and personality) affect their performance of these critical personnel management tasks. To the extent that managers assume that personal attributes are fixed traits that are largely stable over time, they tend to inadequately recognize actual changes in employee performance and are disinclined to coach employees regarding how to improve their performance. However, a growth-mindset intervention can lead managers to relinquish their fixed mindset and subsequently provide more accurate performance appraisals and helpful employee coaching. Implications for performance evaluation procedures and avenues for future research are outlined.
Publisher: Academy of Management
Date: 2013
Publisher: Academy of Management
Date: 08-2022
Publisher: Wiley
Date: 10-11-2006
Publisher: Academy of Management
Date: 08-2019
Publisher: Academy of Management
Date: 2015
No related grants have been discovered for Peter Heslin.