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

Murrell, Audrey J.; Blake‐Beard, Stacy; Porter, David M.; Perkins‐Williamson, Addie

doi:10.1002/hrm.20212

Cited by 44 publications

(46 citation statements)

References 47 publications

(34 reference statements)

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“…In particular, the external mentor is unlikely to be able to provide sponsorship, protection or challenging assignments for their mentees. This observation was supported by Murrell, Blake‐Beard, Porter, and Perkins‐Williamson () who suggest that despite the benefits of external mentors, an internal mentor provides a number of functions such as opportunities for exposure, visibility to key management and coaching around political landmines in a way that an external mentor could not. However, it is questionable whether these benefits necessarily transfer to coaching.…”

Section: Introductionmentioning

confidence: 81%

The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching

Jones

Woods

Guillaume

2015

J Occupat & Organ Psyc

401

385

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This study presents a meta-analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager-subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizations, which we examine meta-analytically (k = 17). Our analyses indicated that coaching had positive effects on organizational outcomes overall ( = 0.36), and on specific forms of outcome criteria (skillbased  = 0.28, affective  = 0.51; individual-level results  = 1.24). We also examined moderation by a number of coaching practice factors (use of multi-source feedback; type of coach; coaching format; longevity of coaching). Our analyses of practice moderators indicated a significant moderation of effect size for type of coach (with effects being stronger for internal coaches compared to external coaches) and use of multi-source feedback (with the use of multisource feedback resulting in smaller positive effects). We found no moderation of effect size by coaching format (comparing face-to-face, with blended face-to face and e-coaching) or duration of coaching (number of sessions or longevity of intervention). The effect sizes give support to the potential utility of coaching in organizations. Implications for coaching research and practice are discussed.Keywords: Coaching; Coaching Effectiveness; Learning and Performance; Meta-analysis Effectiveness of Workplace Coaching 3 Practitioner Points  Our meta-analysis supports the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria  Our findings indicate that coaching was more effective when conducted by internal coaches and when multi-source feedback was excluded  Workplace coaching was effective whether conducted face-to-face or using blended techniques (i.e. blending face-to-face with e-coaching). The Effectiveness of Workplace Coaching: A Meta-analysis of Learning and Performance Outcomes from CoachingIs workplace coaching effective in terms of delivering individual learning and development, and improvements in performance and results for organizations? Despite the huge growth in the use of coaching as a strategy for employee learning and development (ICF, 2012), there remains a paucity of scientific evidence examining its benefits for organizations, coupled with a generally poor specification of the types of outcomes that can be expected from coaching.In this study, we report a meta-analysis of the effects of coaching on performance, and other learning and development outcome criteria. We also examine moderators of these effects, focusing on the techniques and features of specific coaching interventions. Our systematic review of studies evaluating the benefits of coaching in organizations advances the literature in three main ways. First, we address problems of criterion specification in the coaching literature by proposing and examini...

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Section: Introductionmentioning

confidence: 81%

The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching

Jones

Woods

Guillaume

2015

J Occupat & Organ Psyc

401

385

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“…Second, the homogeneity in top management creates organizational structural disadvantages resulting in few senior diverse leaders for upcoming diverse leaders to partner with (Ibarra, , ). Thus, diverse leaders need more diversified networks to offset lack of access to informal peer networks that can provide developmental support, to sponsors, and to same‐race and same‐gender relationships in their immediate groups and organizations that involve greater levels of psychosocial support and role modeling (Catalyst, ; Corporate Leadership Council, ; Ibarra et al, ; Murrell, Blake‐Beard, Porter, & Perkins‐Williamson, ; Thomas, ).…”

Section: Optimal Developmental Network To Help Advance Diverse Leadersmentioning

confidence: 99%

Propelling diverse leaders to the top: A developmental network approach

Chanland

Murphy

2017

Human Resource Management

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Scholars and practitioners are making a strong business case for greater representation of women and other underrepresented groups on senior management teams and boards. A model is developed that highlights how to create optimal developmental networks-groups of developers who help advance people's careers and personal growth-that can assist in propelling diverse leaders into the upper echelons of their organizations and board positions. Several literature streams are integrated in order to identify developmental networks that will help diverse leaders overcome barriers to breaking the glass ceiling in greater numbers. Numerous strategies intended to shape diverse leaders' network structure and content are discussed, as are contextual challenges that may inhibit optimal networks' development. Lastly, theoretical and practical implications for individuals and organizations are highlighted.

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“…In addition, interorganzational mentoring enables a protégé to interact and learn from diverse members of other organizations. According to Murrell, et al (2008), "formal mentoring relationships that cut across traditional organizational boundaries may be a mechanism to facilitate positive interactions among the increasingly diverse members of today's organizations" (p. 290).…”

Section: Benefits Of E-mentoringmentioning

confidence: 99%

E-Mentoring: An Innovative Twist to Traditional Mentoring

Rowland

2012

Journal of Technology Management & Innovation

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Many organizations have established and implemented traditional mentoring programs. Both qualitative and quantitative research studies have found that successful mentoring programs enhance productivity, job satisfaction and may ultimately lead to protégé advancement. Traditional methods of mentoring are created through the means of one on one relationships established between the mentor and the protégé. E-mentoring through the use of synchronous and asynchronous computer-mediated communication is a new means for establishing mentor protégé relationships by creating virtual teams. This paper seeks to compare and contrast traditional mentoring with e-mentoring and propose new innovative ways to use e-mentoring in an organizational setting.

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

Cited by 44 publications

References 47 publications

The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching

The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching

Propelling diverse leaders to the top: A developmental network approach

E-Mentoring: An Innovative Twist to Traditional Mentoring

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