Blind Dates?: The Importance of Matching in Successful Formal Mentoring Relationships

Blake‐Beard, Stacy; O’Neill, Regina M.; McGowan, Eileen

doi:10.4135/9781412976619.n25

Cited by 26 publications

(43 citation statements)

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“…Role modelling support is often a sub-function of psychosocial support though it is sometimes measured separately (see Pellegrini, Scandura, & Jayaraman, 2010;Scandura, 1992), as role modelling support has been shown to sometimes operate differently from other psychosocial support sub-functions (see Blake-Beard, O'Neill, & McGowan, 2007;Shen, 2010). For example, both Shen (2010) and Murphy and Kram (2010) have pointed out the benefits of having an 'anti-role model' or 'negative role model' , respectively, as each can foster opposing, positive behaviours in the protégé.…”

Section: Developmental Networkmentioning

confidence: 99%

Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry

Parker

Cotton

Yates

et al. 2017

The International Journal of Human Resource Management

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Section: Developmental Networkmentioning

confidence: 99%

Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry

Parker

Cotton

Yates

et al. 2017

The International Journal of Human Resource Management

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“…In far too many cases, mentor-mentee pairs are formed in unreliable ways: at random, by geography, for convenience, or because there is a "hunch" that particular people will make a good pair. In fact, how mentoring partners are selected and placed together is critical (Blake-Beard, O'Neill, & McGowan, 2007).…”

Section: Implications For Practicementioning

confidence: 99%

Interorganizational formal mentoring: Breaking the concrete ceiling sometimes requires support from the outside

Murrell

Blake‐Beard

Porter

et al. 2008

Human Resource Management

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Our research explores the idea that formal mentoring relationships that cut across traditional organizational boundaries may facilitate positive interactions among an increasingly diverse workforce. We present interview, Web‐survey, and focus‐group data across an eight‐month period from a pilot test of an interorganizational formal mentoring (IOFM) program sponsored by the Executive Leadership Council (ELC). Results indicate that IOFM provides valuable access to mentoring relationships that include trust and psychosocial support, access to legitimate organizational power, and the sharing of social capital across traditional organizational boundaries. The benefits and challenges of this approach to mentoring and diversity are examined. © 2008 Wiley Periodicals, Inc.

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“…These aspects contribute to the role-modelling trainees may receive and the degree of satisfaction with their mentors (Blake-Beard et al, 2007;D'Abate and Eddy, 2008;Wanberg et al, 2006).…”

Section: Careful Matching Of Trainees Training Firms and Mentorsmentioning

confidence: 99%

“…It may result in greater access to each other and more willingness to spend time together or to solve conflicts (Blake-Beard et al, 2007;Finkelstein and Poteet, 2007).…”

Section: Careful Matching Of Trainees Training Firms and Mentorsmentioning

confidence: 99%

Constituent aspects of workplace guidance in secondary VET

Swager

Klarus

Merriënboer

et al. 2015

European Journal of Training and Development

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(2015),"Exploring shared and distinctive aspects of coaching and mentoring approaches through six disciplines", European Journal of Training and Development, Vol. For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Design/methodology/approach -To identify constituent aspects of workplace guidance, a systematic search of Web of Science was conducted, focussing on mentoring literature, research on institutional socialization tactics and research on didactical interventions and their effects. Findings -The model interprets workplace learning as a relational and integrated process of participation, acquisition, guidance and social interaction. Psychosocial support, structure-providing interventions and didactical interventions are discussed as essential components of guidance. How these components are enacted is influenced by the characteristics of training firms and their employees' readiness to provide guidance. This makes guidance an intrapersonal process. Workplace guidance is also an interpersonal process in which the agencies of employees mediate the relationship between guidance and interaction, and the agencies of trainees mediate the relationship between, on the one hand, participation and acquisition and, on the other hand, social interaction. Originality/value -Integrated models of what constitutes good workplace guidance are rare. To fill this gap, this paper highlights constituent aspects of workplace guidance and brings them together in an integrated model. The model can help mentors/employees choose effective interventions to improve workplace learning.

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Blind Dates?: The Importance of Matching in Successful Formal Mentoring Relationships

Cited by 26 publications

References 0 publications

Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry

Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry

Interorganizational formal mentoring: Breaking the concrete ceiling sometimes requires support from the outside

Constituent aspects of workplace guidance in secondary VET

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