Demystifying Gender Differences in Mentoring:Theoretical Perspectives and Challenges for Future Research on Gender and Mentoring

Young, Angela M.; Cady, Steven H.; Foxon, Marguerite

doi:10.1177/1534484306287140

Cited by 68 publications

(59 citation statements)

References 101 publications

(154 reference statements)

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“…Those findings were consistent with the notion of organizational behaviour theory (Byrne and Griffitt,1973); whose similarity-attraction paradigm and Bowlby's (1969) attachment theories stated that individuals who practiced good interactional styles in planning and administering activities might affect individuals' advancement, especially in career development and psychosocial support (Bowlby, 1969;Byrne & Griffitt, 1973;Turban et al, 2002;Young et al, 2006). Specifically, similarity-attraction paradigm (Byrne & Griffitt, 1973) explicitly highlighted that the integration of similarity, attractiveness and likings were important determinants of effective human relationships in the workplace (Berscheid, 1994;Sprecher, 1998).…”

Section: Introductionsupporting

confidence: 80%

Mentoring program and its impact on individuals’ advancement in the Malaysian context

Abdullah

Ismail

Francis

2009

JIEM

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Section: Introductionsupporting

confidence: 80%

Mentoring program and its impact on individuals’ advancement in the Malaysian context

Abdullah

Ismail

Francis

2009

JIEM

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“…Specifically, researchers should investigate protégé empowerment in diversified developmental relationships to determine whether this may benefit women and minorities differently than male and nonminority protégé. Young, Cady, and Foxon (2006) emphasized the importance of considering gender composition, which could possibly be influential to mentoring episode quality. Likewise, it makes sense to assess mentors' perceptions of how empowered they think a protégé to be as this may have implications regarding the amount of developmental assistance provided.…”

Section: Recommendations For Future Hrd Researchmentioning

confidence: 99%

Relational Mentoring Episodes as a Catalyst for Empowering Protégés

Fullick-Jagiela

Verbos

Wiese

2015

Human Resource Development Review

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We take empowerment from tasks to relationships by introducing the construct of psychological empowerment in the context of mentoring episodes. We introduce a new perspective for examining psychological empowerment, derived from a protégé's perceptions of relational impact, developmental meaning, interpersonal competence, and relational self-determination arising out of relational mentoring episodes. Empowered protégés are expected to be more proactive in their careers. By applying an empowerment perspective to relational mentoring, we propose a conceptual model to investigate critical interpersonal processes and to discover more about how developmental relationships work. Finally, our aim is also to further our theoretical understanding of relational mentoring episodes. This new direction holds exciting implications for career scholarship, human resource development (HRD) practitioners, and employees.

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“…Nurturing-in this sense-is especially crucial to Human Resources Management (HRM) as a source of competitive advantage (Lengnick-Hall & Lengnick-Hall, 2003) and a method to augment organizational performance (Mehta, 2011). The surest application of nurturing relational motives emerges from the mentoring processes (Pittenger & Heimann, 2000;Young, Cady, & Foxon, 2006). Other examples of nurturing motives occur in talent management (Borrelli, 2004;Santhoshkumar & Rajasekar, 2012), succession planning (Hewitt, 2009), in achieving high team performance (Greenwood & Gong, 2010;Russo, 2012), in fostering resilience (Wilson & Ferch, 2005) and in growing corporate entrepreneurship capability (Scheepers, Hough, & Bloom, 2008).…”

Section: Nurturing Motivated Relationshipsmentioning

confidence: 99%

Interpersonal Dynamics in Business Disciplines: Formulating a Hierarchy of Relational Motives

Rojas

2015

Interpersona

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This article analyzes the topic of relational motives within the business disciplines and represents one attempt in responding to criticisms of a lacking framework capable of providing wider and more coherent understandings of relational typologies. By means of a review of the management and leadership literature and using a utility-by-motives clustering, six relational motives are identified and ordered hierarchically using a paired comparison methodology. The value of this approach for scholars and practitioners is explored and specific areas of further research are suggested.Keywords: hierarchy of relationships, interpersonal relationships, management practices, relational motives, relational leadership Interpersona, 2015, Vol. 9(1), 114-126, doi:10.5964/ijpr.v9i1.185 Received: 2015-02-04. Accepted: 2015-05-11. Published (VoR): 2015-06-30.*Corresponding author at: School of Advanced Studies, University of Phoenix, 12708 North Dale Mabry, Tampa, FL 33618. E-mail: ronrojas@aol.com This is an open access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.A simple search in any of the business aggregate databases using search terms "interpersonal relationships AND management" or "interpersonal relationships AND leadership" demonstrates the significance of interpersonal relationships to both disciplines. Yet it can be noted that published research in these fields of study also tend to focus so narrowly on aspects of interpersonal relationships that it becomes difficult to understand the relational phenomenon as a coherent, structured body. Within the management discipline -for example-there are studies exploring the value of interpersonal relationships with respect to a manager's influence on organizational climate (Doyle, 1996), in dealing with manager career development (Hilger, Richter, & Schäffer, 2013), addressing top managers executive training (Hunt & Baruch, 2003), multicultural working environments (Karjalainen & Soparnot, 2012), and the management of conflict (Meyer, Gemmell, & Irving, 1997). Additional examples of research topics in management and interpersonal relationships are cross-culture influences in communication management (Zhang & Huang, 2013), the relevance of interpersonal skills to customer satisfaction (Guenzi & Pelloni, 2004), themes related to performance appraisals (Manning, Pogson, & Morrison, 2009), its relevance to mentoring (Siegel, Smith, & Mosca, 2001), and in characterizing management styles (Khetarpal & Srivastava, 2000). Despite this interest in relationships, researchers have already criticized the discipline for the limited attention given to a more comprehensive and coherent understanding of relational typologies (Clydesdale, 2009). There seems to be plenty of focus on particular relational types without a discourse on the benefits and limitations within a broader c...

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Demystifying Gender Differences in Mentoring:Theoretical Perspectives and Challenges for Future Research on Gender and Mentoring

Cited by 68 publications

References 101 publications

Mentoring program and its impact on individuals’ advancement in the Malaysian context

Mentoring program and its impact on individuals’ advancement in the Malaysian context

Relational Mentoring Episodes as a Catalyst for Empowering Protégés

Interpersonal Dynamics in Business Disciplines: Formulating a Hierarchy of Relational Motives

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