Mindsets are individuals' mental lenses that selectively organize and encode information, thereby orienting them toward a unique way of understanding their experiences and guiding them toward corresponding actions and responses. Decades of research have demonstrated that mindsets are foundational to how individuals process and operate. Despite this research, mindsets have largely been overlooked by practitioners when developing leaders. In this article, we seek to illuminate the foundational role mindsets play in leadership effectiveness to elicit greater emphasis on mindsets in leadership development. To do so, we explore what mindsets are, why they are so important for leadership development and effectiveness, and which mindsets leaders could further develop to operate more effectively. Specifically, we review the research associated with four different sets of mindsets - (1) fixed and growth mindsets, (2) goal orientations, (3) implemental and deliberative mindsets, and (4) prevention and promotion mindsets - to demonstrate how each affects leaders' effectiveness. We conclude by discussing how leadership developers and leaders themselves can focus on mindsets to improve leadership effectiveness.

Teams are pervasive in today's world of work. Unfortunately, in many cases teams do not live up to their promise and, instead, lead to disappointing results. In this installation of Human Performance, we discuss how to design and implement performance management systems that include a good combination of both ''me'' and ''we'' considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) develop performance measures using input from inside and outside the team, (4) gather performance information using sources from inside and outside the team, (5) foster team learning and development, and (6) reward both individual and team performance. We discuss implementation guidelines for each of these recommendations that will help maximize individual and team performance as well as alignment among individual, team, and organizational goals. Implementing performance management systems following our recommendations will help organizations turn teams into an inimitable and sustainable source of competitive human capital advantage.

Monetary rewards can be a very powerful determinant of employee motivation and performance which, in turn, can lead to important returns in terms of firm-level performance. However, monetary rewards do not always lead to these desirable outcomes. We discuss in this installation of Human Performance what monetary rewards can and cannot do, and reasons why, in terms of improving employee performance. Also, we offer research-based recommendations, including the following five general principles to guide the design of successful monetary reward systems: (1) define and measure performance accurately, (2) make rewards contingent on performance, (3) reward employees in a timely manner, (4) maintain justice in the reward system, and (5) use monetary and nonmonetary rewards. In addition, we offer specific research-based guidelines for implementing each of the five principles. In short, our article summarizes research-based findings and offers recommendations that will allow managers and other organizational decision makers to understand when and why monetary reward systems are likely to be successful in terms of enhancing employee motivation and performance.