Navigating tensions in rendering both career and psychosocial functions: An exploratory study of hybrid multiplex developmental relationships

Abstract

This study presents a different perspective on multiplex developmental relationships encompassing both career and psychosocial functions by highlighting the unique contradictions and coping mechanisms underlying these relationships. The in‐depth qualitative comparative case study analyses of 73 developmental relationships of 20 nascent technology entrepreneurs yielded four tensions: disclosure‐privacy, dependence‐independence, criticism‐confirmation and formality‐informality. Entrepreneurs and their developers addressed these tensions through four coping strategies: selection, moderation, reframing and separation. The exploratory analysis suggests that tensions are inherent features of developmental relationships. Co‐existence of nurturing and enriching aspects together with the dilemmas posed by the tensions seems to provide the impetus for developers and developees to mutually calibrate ways to cope with these tensions and enhance their developmental relationships. The implications of these nuanced findings are discussed for understanding developmental relationships constituting both career and psychosocial support functions needed for career advancement.

Integration, negotiation, interrogation: Gendered‐racialised barriers to the socialisation of doctoral students in Belgian higher education

“…In the literature on students' socialisation, developmental relationships primarily encompass student-faculty and student-peer relationships and interactions (Pascarella & Terenzini, 2005). These developmental relationships are pivotal for effective socialisation, as they are considered to fulfil two fundamental support functions: career and psychosocial support (Ghosh & Nadkarni, 2022;Murphy et al, 2017). Research shows that frequent interactions with faculty who are insiders lead to faster adjustment to the academic environment as they form informal learning networks (Noy & Ray, 2012).…”

The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization

“…Contrary to the inequality‐reducing claim, Nielsen and Nørreklit (2009) argued that MAC is based on power inequality, with Welman and Bachkirova (2010) insisting that neither party is comfortable with the process. Indeed, Ghosh and Nadkarni (2021) noted that tension is inherent in any developmental process; nonetheless, Nielsen and Nørreklit (2009) contended that executive coaching involves control of the employees' spirit and may serve the self‐interest of the manager rather than the interest of the coachee. In a meta‐analysis of coaching articles conducted by Sonesh et al (2015) to locate power relations, it was found that coaching has the strongest impact on the coachee (for example, more than setting goals).…”

Navigating Multiple Approaches to Qualitative Research in HRD

“…In multiple case studies, researchers must establish a commonality across the cases that allows them to analyze and identify qualities that are replicable or transferable to related circumstances or contexts. For example, Ghosh and Nadkarni’s (2022) multiple-case study incorporated interviews, archival data, and observations to respond to two research questions: “What tensions arise in hybrid multiplex developmental relationships? How do developers and developees address them?” (p. 71).…”