Who should serve as my mentor? The effects of mentor's gender and supervisory status on resilience in mentoring relationships

Kao, Kuo-Yang; Rogers, Altovise; Spitzmüeller, Christiane; Lin, Mi Ting; Lin, Chun Hung

doi:10.1016/j.jvb.2014.07.004

Cited by 67 publications

(70 citation statements)

References 69 publications

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“…Vocational support by mentors helps protégés learn how to fulfill their roles appropriately and to prepare for career development in an organization. The mentor provides the protégé with support, exposure, guidance, protection, and challenging tasks for the protégé's advancement in an organization [38]. Second, psychosocial support helps the protégé have a sense of psychological stability.…”

Section: Mentoringmentioning

confidence: 99%

“…These previous studies revealed that mentoring positively affects both job satisfaction and organizational commitment [19]. Fostering the developmental relationship between mentor and protégé, mentoring reduces role ambiguity and turnover rates [16] and enhances resilience [38]. In particular, mentoring as a channel of informational networks is effective in knowledge management [42] and communication based on strong trust [43,44].…”

Section: Mentoringmentioning

confidence: 99%

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Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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Section: Mentoringmentioning

confidence: 99%

Section: Mentoringmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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“…We discuss some examples to give an outline of this emerging research line. Although studies in which one member of the dyad provides information about both members could also be seen as dyadic studies (e.g., Kao, Rogers, Spitzmueller, Lin, & Lin, 2014), we only discuss studies in which the sampling procedure of the study involves both members of the relationship.…”

Section: Mutuality In Mentoring Relationshipsmentioning

confidence: 99%

A self-determination theory perspective on mentoring relationships at work

Janssen¹

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“…Kram further explains the two types of functions that mentors will serve for their protégé which include career functions and psychosocial functions. Career functions involve a range of behaviors that will give the protégé a basic understanding of the rules of operation for the organization and prepare them for advancement in the organization (Kao, Rogers, Spitzmueller, Lin, & Lin, 2014;Kram, 1985). These behaviors include "coaching protégés, sponsoring their advancement, increasing their positive exposure and visibility, and offering them protection and challenging assignments" (Ragins & Kram, 2007, p. 5).…”

Section: Female Administrators At Community Collegesmentioning

confidence: 99%

“…During this time more coaching, protection, and sponsorship will grow (Dworkin, Maurere, & Schipani, 2012;Kram, 1983;Scandura & Pellegrini, 2007). As the bond between the protégé and the mentor increases, the psychosocial functions will appear (Kao et al, 2014). These functions primarily include modeling and acceptance and confirmation (Dworkin et al, 2012;Kao et al, 2014;Kram, 1983;Ragins & Kram, 2007;Scandura & Pellegrini, 2007).…”

Section: Female Administrators At Community Collegesmentioning

confidence: 99%

Understanding the impact of informal mentoring on female mid-level community college administrators : an interpretive phenomenological analysis

Sanders¹

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The purpose of this study was to explore how eight female administrators at a suburban community college located in the Mid-Atlantic region of the United States made sense of their experiences in informal mentoring relationships and the significance and value they placed on these experiences. Through interviewing these participants and gaining a better acuity on the feelings that each participant experienced by being a part of an informal mentoring relationship, the researcher was able to gain a true understanding of the impact of informal mentoring on these participants. A phenomenological approach of qualitative research was implemented. Data was collected through interviews with eight mid-level female community college administrators who revealed their lived experiences of informal mentoring. By following IPA methodologies for research analysis, themes were discovered, modified and adjusted to create four superordinate themes. The superordinate themes discovered during this process were: 1) Non-judgmental work environment 2) Self-worth and confidence growth, 3) Transfer of Power, and 4) Empowerment towards reaching goals. The themes showed that these participants not only benefitted career wise by participating in informal mentoring, but they have also benefitted on personal levels as well. Self-confidence, career success, professional development and leadership opportunities resulted from these experiences. This research demonstrates the need for more institutions of higher education to implement informal mentoring as part of the professional development of their employees and how this professional development could cultivate a more robust work environment and assist in succession planning.

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Who should serve as my mentor? The effects of mentor's gender and supervisory status on resilience in mentoring relationships

Cited by 67 publications

References 69 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

A self-determination theory perspective on mentoring relationships at work

Understanding the impact of informal mentoring on female mid-level community college administrators : an interpretive phenomenological analysis

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