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The Potential Role of Mindsets in Unleashing Employee Engagement

Author

Listed:
  • Keating Lauren

    (EM - EMLyon Business School)

  • Heslin Peter Andrew

Abstract

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.

Suggested Citation

  • Keating Lauren & Heslin Peter Andrew, 2015. "The Potential Role of Mindsets in Unleashing Employee Engagement," Post-Print hal-02276679, HAL.
    • Handle: RePEc:hal:journl:hal-02276679
    as

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    Cited by:

    1. Hyoung Chul Shin, 2019. "The Relationship between Psychological Contract Breach and Job Insecurity or Stress in Employees Engaged in the Restaurant Business," Sustainability, MDPI, vol. 11(20), pages 1-10, October.
    2. Saad Yaseen, 2017. "Understanding Arab Manager s Mindsets," Proceedings of Business and Management Conferences 5607629, International Institute of Social and Economic Sciences.

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