Abstract
There has been a lack of study of fixed mindsets in the HR field. An opportunity to make full use of fixed mindsets has been lost. A fixed mindset is examined in this study with respect to how it manifests in interpreting supervisor support. By connecting trait-activation theory with a fixed mindset, this study theorizes the boundary condition of a fixed mindset in accepting supervisor support. According to the study, instrumental support exacerbated fixed mindsets while emotional support alleviated them. Additionally, it demonstrated the vulnerability of a fixed mindset to burnout. The findings of this study contribute to the literature on supervisor support and employee development. In the post-pandemic era, it provides a basis for developing more tailored supervisor support for hospitality and tourism practitioners.
Disclosure statement
No potential conflict of interest was reported by the author(s).