Although the concept of mindsets is relatively ubiquitous in the common press and well-studied in the education literature, the idea of a growth mindset, rooted in implicit theories is less represented in human resource development (HRD) scholarly literature. Given that absence, the purpose of this paper is to investigate the effects of a growth mindset on HRD outcomes. To achieve this purpose, we conducted a scoping literature review including research conducted globally and in a wide variety of organizations. Based on the empirical findings, we discuss three categories of HRD outcomes of mindsets: (a) individual-level outcomes (e.g., work engagement, creativity, task performance, job satisfaction), (b) dyadic-level outcomes (e.g., supervisor-employee relationship and conflict resolution), and (c) organizational-level outcomes (e.g., organizational citizenship behaviors and organizational growth mindset). We synthesize several suggestions for growth mindset interventions emphasizing career development, training and development, and organizational development for HRD practitioners. Research implications and future research suggestions for HRD scholars are presented.

The current study aimed to scrutinize roles of work engagement as a mediator in the relationships between job and personal resources and employees’ outcomes, namely job performance and turnover intention, specifically focusing on testing the essentiality of work engagement. A total of 571 complete responses from full-time employees in Korean organizations were utilized for data analysis with structural equation modeling (SEM). This study analyzed two research models through the competing model approach: One model (Model 1) specified that job and personal resources directly influence job performance and turnover intention and also indirectly influence job performance and turnover intention through work engagement, whereas the other model (Model 2) specified that job and personal resources only indirectly influence turnover intention and job performance through work engagement. The results of the competing models demonstrated that overall, Model 2 adequately fit better than Model 1. The results also showed that the direct effects of job and personal resources on work engagement, as well as the direct effects of work engagement on job performance and turnover intention were statistically significant. In addition, the results of the study revealed statistically significant mediating effects of work engagement, not only on the relationship between job and personal resources and job performance, but also on the relationship between job and personal resources and turnover intention. Based on the results, theoretical and practical implications for human resource management, limitations, and recommendations for further research are discussed.

Purpose: This paper aims to examine the effect of shared leadership on student project team processes and outcomes. The authors focused on shared leadership and its association with team processes (coordination, goal commitment and knowledge sharing) and team performance.Design/methodology/approach: To examine the shared leadership, team processes and performance model, the authors conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university.Findings: Results showed that shared leadership positively affected coordination activities, goal commitment and knowledge sharing, which in turn positively affect team performance. Each team process factor had a mediation effect, although shared leadership had no direct effect on team performance.Research limitations/implications: This research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance.Practical implications: Based on the findings, the authors provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals and share knowledge effectively.Originality/value: This study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment and knowledge sharing in a team.

Working in virtual teams has become more prevalent in some industries, especially following the coronavirus (COVID-19) pandemic. To address rapidly developing markets, businesses are implementing changes in leadership structures, work systems, and technology adoption. Human resource development (HRD) and virtual HRD (VHRD) practitioners and researchers must draw on best practices from previous research regarding virtual teams to help meet organizational needs and changes. Shared leadership is one of the emerging approaches showing promise in tackling complex challenges as it responds to problems by drawing on all members’ expertise rather than on the authority of a few. To understand shared leadership in virtual teams, we conducted a systematic literature review to identify how shared leadership is conceptualized and measured in virtual team research. We also synthesized the antecedents and outcomes of shared leadership in virtual teams. We presented practical remote work strategies and future research suggestions for HRD and VHRD.

Purpose: As technology-mediated communication improves, many organizations increasingly use new types of collaborative online tools to promote team-based learning and performance. The purpose of this study is to explore how virtual team leaders cope with process challenges in developing a context for team creativity.Design/methodology/approach: The authors interviewed nine leaders who have worked for more than five years and managed virtual teams in different fields.Findings: This research uncovered distrust, personality differences, generational differences in views, scheduling issues and technology difficulties as the top five inhibitors for virtual team creativity and success. The authors identified seven main strategies for developing virtual team creativity and success. The authors found that building “team norms” and guidelines to encourage positive interactions between team members can facilitate team creativity. In addition, a concept of trust-based open communication was identified as one of the important strategies when teams actively use technology-mediated communication tools.Practical implications: Organizational practitioners can use the results of this study when developing knowledge to establish assessments regarding which employees possess the appropriate characteristics to lead virtual teams and implement virtual team training.Originality/value: This study emphasizes the importance of technology in professional lives by showing how technology-mediated work leads to success in learning and producing creative ideas and performance in a virtual team environment.

Purpose: The purpose of this paper is to explore how multinational corporations’ (MNCs’) women leaders in South Korea (Korea) have overcome career challenges in the process of becoming CEOs. The two guiding questions for this study included: what career challenges have MNCs’ women leaders in Korea faced to become CEOs? How have they overcome their career challenges?Design/methodology/approach: The authors used a basic qualitative research design, the goal of which is to understand how people make sense of their lives and experiences. Qualitative data were collected by semi-structured interviews with 15 women CEOs at MNCs in Korea to capture their lived experiences (challenges and strategies) in their careers. The authors used NVivo 11, a qualitative data analysis software, to analyze the interview data.Findings: From data analysis, the authors identified five themes including: becoming a CEO, key success factors, MNC culture, career challenges and career development strategies. The authors found that in the process of becoming CEOs, 15 women leaders faced career challenges that are largely generated by traditional culture, work stress and work–life balance. The authors also found that the women leaders became CEOs through diverse on-the-job experiences (e.g. marketing and sales) and positions (e.g. managers, senior managers and regional directors) with organizational support (e.g. supervisor support).Research limitations/implications: Given research on organizational support for leadership, human resource practices and working conditions, this study’s findings have qualitatively confirmed the importance of organizational support for women CEOs’ career success. For theory building in women in leadership, the authors suggest that researchers investigate the complex process of becoming women CEOs, including their early experiences in their career in tandem with family background, organizational climate and national culture.Practical implications: The study findings on women CEOs’ career strategies can be used as a reference for women in the leadership pipeline who aspire to take leadership positions in organizations. A lack of role models or mentors for women leaders is one of the reasons why women give up on their career. Learning career strategies (e.g. global development programs, mentoring and networks) that women CEOs have employed to overcome their career challenges can help women in the leadership pipeline from their early career on.Originality/value: The authors found that both internal and external factors combined were instrumental in the women CEOs’ career success. What stood out from this study was that the women’s desirable personality attributes might not have materialized without the MNC culture that has been supportive for these women. The women CEOs shared their company’s values and philosophy that is based on gender equality, received supervisor support that is crucial for their career success, experienced diverse jobs and positions along the way and were recognized for their work ethic. Given research on women leaders conducted largely in western contexts, this qualitative study on the lived experiences of women CEOs in MNCs contributes to emerging non-western research by capturing the importance of culture that is uniquely Korean.