Mentoring.

Eby, Lillian T.

doi:10.1037/12170-017

Cited by 14 publications

(12 citation statements)

References 109 publications

(191 reference statements)

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“…By mentoring others, employees who feel overqualified will have a chance to satisfy their needs for a fulfilling, interesting job in which they feel competent and valued. Further, mentoring others involves sharing one's qualifications in the form of career‐related mentoring and offering overall support and guidance, known as psychosocial mentoring (Eby, ). By sharing their surplus qualifications with their protégés, employees who feel overqualified likely utilize the knowledge, skills, and abilities that are not realized in their daily work activities because of poor person–job fit.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

When are overqualified employees creative? It depends on contextual factors

2015

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Summary The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi‐source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor‐rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor‐rated creativity, although the simple slopes were non‐significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance. Copyright © 2015 John Wiley & Sons, Ltd.

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Section: Theoretical Backgroundmentioning

confidence: 99%

When are overqualified employees creative? It depends on contextual factors

2015

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“…It is essential to understand the distinction between mentoring and coaching. Mentoring is as an interpersonal relationship that is oriented toward development among an expert and a less accomplished individual (Eby, 2010). Whereas, Ladyshewsky (2010) defines coaching as a short-term developmental interface, with emphasis on goal setting, performance, offering realistic rationale, suggestion and instruction as constituents: Coaching takes place within the confines of a formal manager-employee relationship; with focus to develop individuals within their current job objectives.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing the impact of demographic variables on mentoring-managerial effectiveness relationship

Madan

Srivastava

2017

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PurposeThe purpose of this study is to examine the relationship between mentoring, managerial effectiveness and demographic variables. Being in a mentoring relationship offers a low-cost experiential learning, encourages diversity and inclusion, helps in expanding professional associations and boosts engagement. The use of mentoring programs can achieve this to a larger extent by making managers effective. Design/methodology/approachThe study was administered on 350 middle-level managers, representatives of five private sector banks in Delhi/NCR. Variables in the study were assessed using validated instruments. Descriptive statistics, t-test, correlation and hierarchical regression were used for data analysis. FindingsThe study depicts that mentoring has a positive and significant impact on managerial effectiveness. The research contributed in establishing that the demographic variables (gender and marital status) positively moderate the relationship between mentoring and managerial effectiveness. Research limitations/implicationsAlthough the knowledge base and skillfulness of the young mangers are taken care by the way of organizational training, mentoring relationships complement it with added focus on personal directions to deal with minutiae of organizational processes. Mentors provide a critical linkage to an organization’s competitive advantage by helping expanding connections and networks of employees, and thereby, enhancing productivity which directly affects profitability. Managers and policymakers should chart out the mentoring plans, keeping in perspective the demographic variables, specially the gender of the mentee and the marital status. Originality/valueThis is a pioneer study contributing to the present reserve of knowledge and understanding of the subject by contextualizing the impact of demographic variables on mentoring and managerial effectiveness in Indian private sector banks.

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“…We advocate that future research explore the extent to which the gender of incumbents in various career settings is linked to intrapsychic mechanisms (Ayman & Korabik, 2010), such as identities, possible selves, interests, and goals pertaining to personal leadership development at different organizational levels. Another worthwhile research topic would be the effectiveness of interventions designed to shape such factors, including leadership‐education initiatives (Jackson & Lindsay, 2010) and mentoring (Eby, 2011).…”

Section: Discussionmentioning

confidence: 99%

Age‐ and Gender‐based Role Incongruence: Implications for Knowledge Mastery and Observed Leadership Potential Among Personnel in a Leadership Development Program

Hirschfeld

Thomas

2011

Personnel Psychology

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Using archival data from 972 military officers who participated in a 5-week team-based leadership development program, the authors tested 5 hypotheses concerning the implications of age-and gender-based role incongruence for individuals' mastery of 2 knowledge categories and their observed leadership potential (OLP). As hypothesized, greater age was related to less mastery of both teamwork knowledge and strategy knowledge, whereas female gender was related to less mastery of strategy knowledge only. Another focus was on possible evaluative bias in OLP, with individuals' knowledge mastery and career-relevant circumstantial factors taken into account. Notably, knowledge mastery partially explained the appreciable overall relationship of age with OLP, yet fully explained the modest overall relationship of gender with OLP. Therefore, some evaluative bias existed for age but not gender. The overall pattern of results revealed that an intrapersonal consequence (i.e., knowledge mastery) of demographic-based role incongruence overshadowed any interpersonal bias in evaluation, pointing to a new direction for theory and research.To facilitate the emergence of capable leaders, many organizations are implementing formal systems for evaluating leadership potential among

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Mentoring.

Cited by 14 publications

References 109 publications

When are overqualified employees creative? It depends on contextual factors

When are overqualified employees creative? It depends on contextual factors

Assessing the impact of demographic variables on mentoring-managerial effectiveness relationship

Age‐ and Gender‐based Role Incongruence: Implications for Knowledge Mastery and Observed Leadership Potential Among Personnel in a Leadership Development Program

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