Mentoring in supervisor–subordinate dyads: Antecedents, consequences, and test of a mediation model of mentorship

Mentoring Impact on Leader Efficacy Development: A Field Experiment

“…Achieving the self-concept change needed to build leader efficacy likely requires protégés to be open and willing to discuss and explore their leadership with their mentor or leader, and this requires high levels of trust for the creation of psychological contracts (Robinson & Morrision, 2000), and positive social exchanges (Cropanzano & Mitchell, 2005;Richard et al, 2009). These results reinforce that trust is a key factor impacting the success of mentorship programs (Richard et al, 2009).…”

“…One of the key factors that impacts the success or failure of mentorship programs is the presence of trust between the mentor and protégé (Richard, Ismail, Bhuian, & Taylor, 2009). Mayer and colleagues (1995: 712) defined trust as "the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the truster, irrespective of the ability to monitor or control that other party."…”

“…Performance ratings were then collected 3-4 weeks after Time 2 on each cadet (Time 3). Many studies have examined mentorship relationships retrospectively using survey methodology (e.g., Allen & Eby, 2003;Finkelstein, Allen, & Rhoton, 2003;Kay, Hagan, & Parker, 2009;Payne & Huffman, 2005;Richard et al, 2009). To increase our causal interpretability, we used a more rigorous experimental design for this longitudinal field study.…”

Effects of mentoring functions on receivers' organizational citizenship behavior in a Chinese context: A two-study investigation

“…Psychosocial support can increase receivers' organizational commitment when givers and receivers share their feelings (Richard et al, 2009). These personal networks tend to attach receivers more closely to the organization (Baugh and Scandura, 1999).…”

The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust

“…It is an important part of sociology (Blau, 1964) and social psychology (Homans, 1958;Thibaut and Kelley, 1959) and comprises a basis for theories in organizational behavior such as leader-member exchange (LMX) (Graen and Cashman, 1975;Gerstner and Day, 1997;Liden and Graen, 1980), transformational leadership (Bass, 1985;Judge and Piccolo, 2004), organizational justice (Adams, 1965;Bies and Moag, 1986;Folger and Greenberg, 1985) and trust (Dirks and Ferrin, 2002). The reason that social exchange theory is a dominant framework for various theories is that it is used to explain a variety of employees' work attitudes (Colquitt, 2001;Dirks and Ferrin, 2002;Rhoades and Eisenberger, 2002;Richard et al, 2009).…”