Hostname: page-component-78c5997874-s2hrs Total loading time: 0 Render date: 2024-11-10T11:35:58.205Z Has data issue: false hasContentIssue false
  • English
  • Français

“Potential” in the Eye of the Beholder: The Role of Managers Who Spot Rising Stars

Published online by Cambridge University Press:  07 January 2015

Peter A. Heslin
Peter A. Heslin*
Affiliation:
Southern Methodist University
*
E-mail: heslin@cox.smu.edu, Address: Cox School of Business, Southern Methodist University, Dallas, Texas 75275-0333.
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 2 , Issue 4 , December 2009 , pp. 420 - 424
Copyright
Copyright © Society for Industrial and Organizational Psychology 2009 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Davidson, O. B., & Eden, D. (2000). Remedial self-fulfilling prophecy: Two field experiments to prevent Golem effects among disadvantaged women. Journal of Applied Psychology, 85, 386–398.Google Scholar
Dweck, C. S. (2006). Mindset: The new psychology of success. New York: Random House.Google Scholar
Dweck, C. S. (1999). Self-theories: Their role in motivation, personality, and development. Philadelphia: Psychology Press.Google Scholar
Dweck, C. S., Chiu, C. Y., & Hong, Y. Y. (1995). Implicit theories: Elaboration and extension of the model. Psychological Inquiry, 6, 322–333.Google Scholar
Dweck, C. S., & Leggett, E. L. A. (1988). A social-cognitive approach to motivation and personality. Psychological Review, 95, 256–273.Google Scholar
Dweck, C. S., & Molden, D. C. (2008). Self-theories: The construction of free will. In Baer, J., Kaufman, J. C., & Baumeister, R. F. (Eds.), Are we free? Psychology and free will (pp. 44–64). New York: Oxford University Press.Google Scholar
Erdley, C. A., & Dweck, C. S. (1993). Children's implicit personality theories as predictors of their social judgments. Child Development, 64, 863–878.Google Scholar
Foti, R. J., & Hauenstein, N. M. (1993). Processing demands and the effects of prior impressions on subsequent judgments: Clarifying the assimilation/contrast debate. Organizational Behavior & Human Decision Processes, 56, 167–189.Google Scholar
Gervey, B. M., Chiu, C., Hong, Y., & Dweck, C. S. (1999). Differential use of person information in decisions about guilt versus innocence: The role of implicit theories. Personality & Social Psychology Bulletin, 25, 17–27.Google Scholar
Heslin, P. A., Latham, G. P., & VandeWalle, D. (2005). The effect of implicit person theory on performance appraisals. Journal of Applied Psychology, 90, 842–856.Google Scholar
Heslin, P. A., & VandeWalle, D. (2008). Managers' implicit assumptions about personnel. Current Directions in Psychological Science, 17, 219–223.Google Scholar
Heslin, P. A., VandeWalle, D., & Latham, G. P. (2006). Keen to help? Managers' implicit person theories and their subsequent employee coaching. Personnel Psychology, 59, 871–902.Google Scholar
Hong, Y. Y., Chiu, C. Y., Dweck, C. S., & Sacks, R. (1997). Implicit theories and evaluative processes in person cognition. Journal of Experimental Social Psychology, 33, 296–323.Google Scholar
Levy, S. R., Stroessner, S. J., & Dweck, C. S. (1998). Stereotype formation and endorsement: The role of implicit theories. Journal of Personality and Social Psychology, 74, 1421–1436.Google Scholar
Mangels, J. A., Butterfield, B., Lamb, J., Good, C., & Dweck, C. S. (2006). Why do beliefs about intelligence influence learning success? A social cognitive neuroscience model. Social Cognitive and Affective Neuroscience, 1, 75–86.Google Scholar
Molden, D., Plaks, J., & Dweck, C. (2006). “Meaningful” social inferences: Effects of implicit theories on inferential processes. Journal of Experimental Social Psychology, 42, 738–752.Google Scholar
Mintzberg, H. (1994). Rounding out the manager's job. Sloan Management Review, 36, 11–26.Google Scholar
Pfeffer, J., & Sutton, R. I. (2006). Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management. Boston: Harvard Business School Press.Google Scholar
Plaks, J. E., Stroessner, S. J., Dweck, C. S., & Sherman, J. W. (2001). Person theories and attention allocation: Preferences for stereotypic versus counterstereotypic information. Journal of Personality & Social Psychology, 80, 876–893.Google Scholar
Schoorman, F. D. (1988). Escalation bias in performance appraisal: An unintended consequence of supervisor participation in hiring decisions. Journal of Applied Psychology, 70, 58–62.Google Scholar
Silzer, R., & Church, A. H. (2009). The pearls and perils of identifying potential. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2, 377–412.Google Scholar
Whyte, G., & Saks, A. M. (2007). The effects of self-efficacy on behavior in escalation situations. Human Performance, 20, 23–42.Google Scholar
Wickens, T. D. (2002). Elementary signal detection theory. New York: Oxford University Press.Google Scholar