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112
Who is a mentor? A review of evolving definitions and implications for research
- Journal of Management
, 2011
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The online version of this article can be found at:
Peer Coaching: A Relational Process for Accelerating Career Learning
"... We examine the nature of peer coaching and frame it as a type of developmental tool that can enhance personal and professional development. We begin with a discussion of the relational perspective on career learning, which provides a context for peer coaching as a tool that can accelerate career lea ..."
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We examine the nature of peer coaching and frame it as a type of developmental tool that can enhance personal and professional development. We begin with a discussion of the relational perspective on career learning, which provides a context for peer coaching as a tool that can accelerate career learning. We distinguish between peer coaching and the related concepts of mentoring and peer mentoring and discuss factors that facilitate the development of this type of helping relationship. We offer a discussion of the key characteristics of effective peer-coaching relationships, and we provide an empirical test of the impact of these characteristics with a survey of MBA students. We also offer a theoretical model of peer coaching, along with propositions for future research. We conclude that when peer coaching works best for a person, it happens through a 3-step process of (1) building the developmental relationship, (2) creating success in development, and (3) internalizing the learning tactic by applying the peer-coaching process in future relationships. The contemporary business social and political/ military environment has been influenced by
The Deeper work of executive development; Outgrowing sensitivities
- Academy of Management Learning & Education
, 2006
"... Often overlooked in management theory and education, how leaders function in an intrapersonal sense—the “inner game ” of leadership—is pivotal. We develop this idea in a specific application by describing how psychological wounds sensitize executives to be anxious about getting hurt again. These vig ..."
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Often overlooked in management theory and education, how leaders function in an intrapersonal sense—the “inner game ” of leadership—is pivotal. We develop this idea in a specific application by describing how psychological wounds sensitize executives to be anxious about getting hurt again. These vigilant and unconscious concerns distort perceptions of organizational reality and lead to unnecessarily intense emotional reactions such as anger, fear, and panic. In turn, this kind of emotional perturbation can cloud judgment and hamper performance. We present a practical psychology of the inner world of distorted beliefs, anachronistic assumptions, and misplaced fears that often lurk beneath counterproductive behavior. Considerable attention is given to what management educators can do to work at this deeper level by helping leaders become aware of, manage, and, ultimately, outgrow being hypersensitive to failure, inadequacy, rejection, dependency, and the like. The success of individual careers and the fate of organizations are determined by how effectively leaders behave. But enhancing performance isn’t
Does mentor support increase women’s career advancement more than men’s? The differential effects of career and psychosocial support
- Australian Journal of Management
, 2005
"... Based on past research on mentoring, this study examined whether mentor career support helped women’s career advancement more than it did men’s, and more than psychosocial (emotional) support did. The sample of 3220 Australians, chiefly from the public sector and finance and business service industr ..."
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Based on past research on mentoring, this study examined whether mentor career support helped women’s career advancement more than it did men’s, and more than psychosocial (emotional) support did. The sample of 3220 Australians, chiefly from the public sector and finance and business service industry, was surveyed twice, a year apart. Mentor career support increased women protégés ’ advancement more than it did men’s, whereas psychosocial support generally reduced women’s advancement more than it did men’s. Unexpectedly, female mentors, not males, had the strongest effects, both helping and hindering their protégé’s advancement. Mentor support was not related to men’s advancement. Why mentoring was differently related to men’s and women’s advancement was discussed. Keywords:
A quantitative review of mentoring research: Test of a model
- Journal of Vocational Behavior
"... Abstract Over the past 25 years, numerous researchers have studied the effects of mentoring on work outcomes. However, several reviewers have noted that many of the observed relationships between mentoring and its outcomes are potentially spurious. To summarize this widely dispersed literature, a q ..."
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Abstract Over the past 25 years, numerous researchers have studied the effects of mentoring on work outcomes. However, several reviewers have noted that many of the observed relationships between mentoring and its outcomes are potentially spurious. To summarize this widely dispersed literature, a quantitative research synthesis was conducted focused on estimating multivariate analytical paths between mentoring and several career outcomes, while holding constant correlates of mentoring including demographics, human capital, and core self-evaluations. The results demonstrate that mentoring does have substantial effects on job and career satisfaction after holding these covariates constant; yet factors such as core self-evaluations, tenure, and education have stronger effects on objective career outcomes. Potential future directions to enrich the study of mentoring and career success are described.
The role of personality in mentoring relationships: Formation, dynamics, and outcomes
- In
"... ditional mentoring relationship1 is an intense interpersonal exchange between a senior, experienced, and knowledgeable employee (i.e., the mentor) who provides advice, counsel, feedback, and support related to career and personal development for a less experienced employee (the protégé) (Kram, 1985; ..."
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ditional mentoring relationship1 is an intense interpersonal exchange between a senior, experienced, and knowledgeable employee (i.e., the mentor) who provides advice, counsel, feedback, and support related to career and personal development for a less experienced employee (the protégé) (Kram, 1985; Noe et al., 2002). A recent meta-analysis confirmed earlier qualitative reviews by finding that mentor-ing relationships are related to both objective and subjective measures of career success (Allen, Eby, Poteet, Lentz, & Lima, 2004). More specifically, mentored ver-sus nonmentored individuals reported higher compensation, more promotions, and greater career satisfaction, career commitment, and job satisfaction (Allen et al., 2004). Although such evidence indicates mentoring relationships are benefi-cial for protégés, little research has investigated processes through which mentoring influences career success, and thus we know little about how mentors or protégés can influence the value of mentoring relationships (Day & Allen, 2004). We believe that individual differences, in particular personality characteristics, influence the effectiveness of mentoring relationships, and thus we discuss the role of personal-
Using the kaleidoscope career model to understand the changing patterns of women’s careers: designing HRD programs that attract and retain women
- Advances in Developing Human Resources
, 2008
"... The problem and the solution. This article explores how a new model of careers can be used to suggest human resource develop-ment (HRD) programs that better match the unique career patterns of women. Traditional career stage models, which form the basis of many modern HRD practices,were created by s ..."
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The problem and the solution. This article explores how a new model of careers can be used to suggest human resource develop-ment (HRD) programs that better match the unique career patterns of women. Traditional career stage models, which form the basis of many modern HRD practices,were created by studying men’s careers and do not fit the complexities of women’s careers.The purpose of this article is to discuss the Kaleidoscope Career Model as a means of understanding the needs of women workers and how organiza-tions can systematically fulfill those needs to gain a competitive advan-tage. In addition to HRD implications, we also discuss directions for future research.
3The Roots and Meaning of Mentoring
"... You must do the things you think you cannot do. ..."
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The Effects of Team Training on Team Outcomes: A Meta-Analysis
"... researchers have attended to reviewers ’ suggestions for improving training as a field and, as a result, have focused their research on improving needs analysis, defining training objectives, developing effective se-quencing of training events, and advancing new methods and theoretical frameworks (C ..."
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researchers have attended to reviewers ’ suggestions for improving training as a field and, as a result, have focused their research on improving needs analysis, defining training objectives, developing effective se-quencing of training events, and advancing new methods and theoretical frameworks (Campbell, 1971; Ford, 1997; Tannenbaum & Yukl, 1992). Although attention and effort directed toward improving the rigor of individual-level training research have increased, research on training at the team level of analysis has not been examined as extensively or as rigorously. A team is defined as at least two people who interact with one another in an interdependent and adaptive manner to reach a common goal (Salas, Dickinson,Converse,&Tannenbaum, 1992). Examples of teams include top management teams, task forces, and surgical teams. Since the mid-1980s, team training (a planned effort administered in a team environment to improve team performance; Goldstein & Ford, 2002) in organizations has become more prevalent due to the need for organizations to address integration across departments and functions (Ilgen, 1999) and the visibility of teams such as flight crews and air traffic controllers (Stout, Salas, & Fowlkes, 1997). The need to understand and improve team performance (the outputs and outcomes a team generates, such as products or services, individual satisfaction, and team viability (Hackman, 1987) in-creases as organizations tackle multifaceted issues and the need for colla-boration and high-quality team performance grows (O’Connor & Yoon, 2008). A 2008 survey administered by the American Society for Training and Development indicated that organizations spent $134 billion
Revealed or concealed? Transparency of procedures, decisions, and judgment calls in meta-analyses
- Organizational Research Methods
, 2012
"... The authors examined the degree towhichmeta-analyses in the organizational sciences transparently report procedures, decisions, and judgment calls by systematically reviewing all (198) meta-analyses published between 1995 and 2008 in 11 top journals that publish meta-analyses in industrial and organ ..."
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The authors examined the degree towhichmeta-analyses in the organizational sciences transparently report procedures, decisions, and judgment calls by systematically reviewing all (198) meta-analyses published between 1995 and 2008 in 11 top journals that publish meta-analyses in industrial and organizational psychology and organizational behavior. The authors extracted information on 54 features of each meta-analysis. On average, the meta-analyses in the sample provided 52.8% of the information needed to replicate the meta-analysis or to assess its validity and 67.6 % of the information considered to be most important according to expert meta-analysts. More recently published meta-analyses exhibited somewhat more transparent reporting practices than older ones did. Overall transparency of reporting (but not reporting of the most important items) was associated with higher ranked journals; transparency was not significantly related to number of citations. The authors discuss the implications of inadequate reporting of meta-analyses for develop-ment of cumulative knowledge and effective practice and make suggestions for improving the current state of affairs. Keywords
