PurposeThis study examined the effects of gender and pandemic concerns on mentorship seeking behavior during the pandemic caused by the coronavirus disease (COVID-19) and its relationship to self-efficacy.Design/methodology/approachThis study analyzes the data collected from 253 academics in a quantitative survey administered online.FindingsWomen and those with higher levels of concern about the COVID-19 pandemic were more likely to seek mentorship. During this time of uncertainty role modeling was sought more than career support and psychosocial support. All three functions of mentorship seeking were positively associated with higher levels of self-efficacy.Research limitations/implicationsThe present study finds that individuals turn to mentors when they are concerned about macro-level events (e.g. a global pandemic). Additionally, individuals who self-identify as women sought mentorship to a greater extent than men. In this way, it is not only the situation that matters (like women having fewer resources and more demands than men) but also the perception of a situation (like how concerned individuals were about the COVID-19 pandemic). Additionally, this paper helps to further develop the understanding of the mentorship function of role modeling.Practical implicationsOrganizations and mentors ought to be cognizant of role modeling during times of crisis, especially for women, this may be counterintuitive to the inclination to provide career and psychosocial support for mentees.Originality/valueThis study examines the gendered implications for mentoring during the COVID-19 pandemic. This study specifically examines mentorship seeking behavior and its influence on self-efficacy during uncertain times.
This study examines the influence of leadership on social entrepreneurs; specifically, the impact of authentic leadership, compassion and grit on entrepreneurial processes and performance outcomes with a sample of Americans social entrepreneurs ( n = 284). Entrepreneurial process dimensions include individual innovation, opportunity recognition and social networks, and performance outcomes encompass social and financial performance, capturing dual mission characteristics of social entrepreneurship. The differing impacts of authentic leadership, compassion and grit are demonstrated, where authentic leadership influences all the dependent variables listed above, while compassion has a lesser positive influence on outcomes, except economic performance. Grit, only has a positive influence on innovation and economic performance. This research highlights that authentic leadership through its meaningful engagement is a more effective driver of multiple outcomes in social entrepreneurship, confirming that this new social business form works well with this newer social entrepreneurship leadership style.
The fear and uncertainty created by the ongoing COVID-19 pandemic have strained the employer-employee relationship. This research seeks to understand how psychological contract breach shapes employees' perspectives of meaningful work and its influence on turnover intention. Drawing on event systems theory, we investigated how objective events in the environment (e.g., global pandemic) impact employees. We also argue that the career shock caused by the COVID-19 pandemic affected employees' choices based on their job fit and psychological resources. Findings indicate that experiencing meaningful work reduced turnover intention, especially for those that experienced less psychological contract breach. Also, experiencing meaningful work reduced turnover intention most for individuals whose working hours were not impacted by the COVID-19 pandemic. These findings show that experiencing meaningful work in a relatively stable job reduces employees' potential turnover during exogenous shocks. The study also highlights the importance of meaningful work and why organizations should collaborate and assist their employees in making work more meaningful.
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