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  • The first study in this manuscript was presented at the annual meeting of the Academy of Management, Honolulu, HI, August 2005. The third study in this manuscript was presented at the annual conference of the Society for Industrial-Organizational Psychology, Chicago, IL, April 2004. It was in part based on the doctoral dissertation of the first author. We thank Ute-Christine Klehe, Daniel Tzabbar, and Bob Wood for valuable assistance in developing and conducting the third study, as well as Joshua Aronson for the videos used in this study. We also thank Bob Wood, John Slocum, Ute-Christine Klehe, Glen Whyte, and Stéphane Côté, for helpful comments on an earlier version of this manuscript.

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Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an “entity theory” that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the “incremental theory” that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions.