WHAT ABOUT THE WIZARD?: STRESS EFFECTS OF BEING A MENTOR

The purpose of the current study was to examine the influence of negative mentoring, trust and protégé learning on mentor job stress. Surveys were submitted to protégés who identified mentors, who then received mentor-specific surveys. Matched data from mentor- protégé surveys were analyzed using structural equation modeling (SEM). Results support previous research regarding the importance of trust in mentoring relationships and suggest the significance of protégé-perceived personal learning on mentor stress. Further, results suggest that mentor and protégé experiences could be assessed with a single dyadic measure. Additionally, a new measurement instrument to assess mentoring stressors was developed through qualitative research to develop the construct of mentoring stress. To further expand the exploration of the mentor stress construct, mentors were tested through response to the developed measure. Results present psychometric support for the measure as a potential tool to examine mentor stress. Implications for future research and for practitioners managing formal mentoring programs are also presented

Measurement of Mentoring Program Outcomes: A Systematic Multiple Studies Review

The purpose of this research study was to investigate how mentoring is measured and assessed in the workplace by reviewing and synthesizing qualitative, quantitative and mixed methods studies that appear in the professional literature. Mentoring programs are common practice in the workplace. The one-on-one nature of a formal mentoring program creates outcomes that benefit the protégé throughout their career in three ways: onboarding, retention at an organization, and career advancement. However, mentoring programs are expensive, both in terms of direct monetary cost and the time it takes to complete the tasks associated with mentoring, making measurement of outcomes critical for organizations. The primary question of this study was: how do organizations assess the outcomes of mentoring programs? There were three sub-questions that will provide the details to the primary question: what are the assessed outcomes of mentoring programs; what quantitative measures and scales do organizations use to assess mentoring programs; how do organizations qualitatively assess mentoring programs? The study was conducted using a systematic multiple studies review (MSR) to answer the research questions. The researcher followed the seven steps of the MSR process as outlined by Petticrew and Roberts (2006). The researcher used the systematic process to narrow an initial search result of 4,795 articles down to the final twenty which included qualitative, quantitative and mixed methods research written between 2012 and 2018 about outcomes of participants in formal mentor programs in the business environment. The key results found during this study were that organizations have measured mentor program outcomes by focusing on seven key themes: career resilience, career success, employee engagement, mutual development, personal learning, protégé satisfaction and professional exposure. Of those themes, the most measured outcome themes by quantitative methods were career success, professional exposure and personal learning. Qualitative assessment in the studies used in this MSR focused on career success and mutual development. Fifteen of the seventeen qualitative studies in this MSR measured outcomes of mentoring by survey of the protégé and/or mentor. The remaining two qualitative studies measured outcomes by extant data. Both qualitative studies assessed mentoring outcomes via interview. The mixed methods study used both interview and survey. The desired benefits and the expense of formal mentoring programs show the importance of evaluating the outcomes. This MSR shows that mentoring can be evaluated successfully using quantitative methods, especially by survey, and qualitatively, especially by interview. When determining what to evaluate, an organization needs to consider which outcomes to focus on then align their study to those specific themes, as the studies in this MSR have modeled. Rather than focusing on only the quality of the mentoring experience or satisfaction with mentoring, evaluation should focus tying the mentoring experience to outcomes like job satisfaction, level of employee engagement, and adjustment to new job environments to show the organizational impact of a formal mentor program

A motivational perspective on networking behavior

Netzwerkverhalten dient innerhalb und außerhalb der Wissenschaft dazu, die eigene Karriere voranzutreiben. Insbesondere für Wissenschaftlerinnen, die auch heute noch ihren männlichen Kollegen in Bezug auf den wissenschaftlichen Karriereerfolg nachstehen, könnte Netzwerkverhalten ein relevanter Erfolgsfaktor sein. Die vorliegende Studie untersucht, ob das externe Netzwerkverhalten den subjektiv wahrgenommenen wissenschaftlichen Karriereerfolg vorhersagen kann und ob die drei Motive (Macht, Leistung und Anschluss) das externe Netzwerkverhalten begünstigen. In einem bayernweiten Stipendienprogramm zur Förderung des weiblichen wissenschaftlichen Nachwuchses (Doktorandinnen bis Professorinnen aller Fachbereiche, N = 62) wurde zur Untersuchung der Fragestellung eine Online-Befragung mit zwei Messzeitpunkten durchgeführt. Regressionsanalysen zeigten wie erwartet einen signifikant positiven Zusammenhang zwischen dem externen Netzwerkverhalten und dem subjektiv wahrgenommenen wissenschaftlichen Karriereerfolg. Weiterhin zeigte sich, dass das Leistungs- und das Anschlussmotiv – nicht aber das Machtmotiv – das externe Netzwerkverhalten und in einem weiteren Schritt den subjektiv wahrgenommenen Karriereerfolg der Wissenschaftlerinnen vorhersagten. Zusatzanalysen zeigten einen positiven Zusammenhang zwischen dem externen Netzwerkverhalten und dem Verbleib in der Wissenschaft. Die Ergebnisse sind von hoher Relevanz, um qualifizierte Wissenschaftlerinnen in einem erfolgreichen Karriereverlauf zu unterstützen. Implikationen werden abschließend diskutiert. Schlüsselwörter: Subjektiver Karriereerfolg, Wissenschaft, Netzwerken, explizite Motive, GenderEngaging in networking behavior is important for building social relationships in the work domain and, in turn, for supporting one’s career. However, until now, little is known about factors explaining a person’s motivation to engage in networking behavior. Building on the Theory of Planned Behavior, this study takes a closer look at antecedents of networking behavior. More specifically, we investigated whether perceived behavioral control, subjective norms and attitude towards networking behavior are positively related to the intentions to engage in networking behavior and in a next step to networking behavior. We conducted an online survey with three points of measurement (N = 155 employees). Regression analyses showed that subjective norms and perceived behavioral control – but not attitude towards networking behavior – indirectly predicted networking behavior through networking intentions. Theoretical and practical implications of these findings are discussed. Keywords: Theory of Planned Behavior, Networking behavior, antecedents, attitudes, career self-managemen

Professional Black Men and their Developmental Relationships with Career Mentors and Sponsors

A literature gap exists in research using a layered account approach that positions and deconstructs Black men\u27s narratives of developmental relationships with career mentors and sponsors who offer access to promotion opportunities. The purpose of this qualitative, narrative inquiry study was to gain a deeper understanding of how professional Black men view their daily experiences in building developmental relationships with career mentors and sponsors. The narrative inquiry method was used to address the problem and answer the research question using interview data from nine professional Black men holding a high-ranking position within their industry sector and being mentored during their career trajectory. This study was framed by three key concepts aligning with the purpose of the study: (a) Eby and Robertson\u27s concept of developmental mentoring relationships, (b) Hewlett\u27s concept of career sponsorship, and (c) Louis and Freeman\u27s concept of mentoring Black professional men. The critical event approach was used to analyze the data and four conceptual categories emerged: (a) need for constructive mentoring relationships, (b) mentors providing professional and personal growth development to protégés, (c) significance of sponsorship for upward mobility, and (d) challenges faced by Black professional men in leadership roles today. This study is significant to drive positive social change by raising awareness of successful experiences of Black men in the workplace and thus altering perceptions on the value of Black men as aspiring organizational leaders, given that narratives of racial experiences help to inform employers\u27 outlook on equity, inclusion, and social justice within an organizational context

Are You my Profession?: Mentoring, Organizational Citizenship, and Professional Identity

The purpose of the current study was to investigate the influence that academic major advisors and informal mentors can have on an individual\u27s identification with a professional organization and their ensuing level of involvement in that professional organization. The present study is unique in that it is among the few to examine mentoring and OCBs in the context of a voluntary professional organization. Participants were 309 individuals with a doctoral degree who are members of the Society for Industrial and Organizational Psychology (SIOP), a large professional organization with 7,847 total members (in 2011). The specific type of OCB investigated in this study was voluntary service as a member of committees within the professional organization. Results indicated that individuals\u27 identification with a particular professional organization was stronger if their academic advisor had engaged in greater OCBs within the organization (i.e., chaired a greater number of committees) and if they had one or more informal mentors who were also members of the same professional organization. Those with a greater number of informal mentors in addition to their academic mentor engaged in greater OCBs within the organization (i.e., participated as a member of more committees). Finally, those reporting at least one informal mentor in addition to their academic advisor engaged in greater OCBs within the organization if their informal mentors had engaged in a greater number of OCBs and when those multiple mentors were more balanced with regard to their to their professional setting (i.e., academia or practitioner). Implications for theory and practice will be discussed

The effects of social capital, mentoring and innovation practices on small business performance : the moderating role of environmental turbulence

This research studies the relationship between social capital, innovative practice, mentoring, and SME performance of manufacturing firms in Punjab, Pakistan. The primary objective is to identify the moderating role of environmental turbulence on the relationship between social capital, innovative practice, mentoring, and SME performance. A theoretical model based on Contingency theory and Resource Based View (RBV) approach to the business performance of SMEs is developed. A survey method is employed, and questionnaires were used to obtain information from the owner/managers of SME in Punjab, Pakistan and cluster sampling is used for sample selection. Therefore, 500 questionnaires are distributed to the owner/managers of a small enterprise and only 340 of them are returned, giving a response rate of 68% percent. However, only 313 useable questionnaires are used for further analysis using the PLS-SEM. The high response rate is achieved due to the survey instrument being personally distributed by the researcher to the owner/managers of SME. The findings revealed that innovative practices and mentoring are positive and significant predictors of SME performance. While study fails to find the relationship between social capital and SME performance. Meanwhile mixed results are found upon investigating the moderating effect of environmental turbulence on the relationships between social capital, innovative practices, mentoring and SME performance. The findings of this study provided significant insights for both managers and researchers to further understand the effects of these variables on SME performance. The study concluded with a discussion of practical, theoretical and methodological contributions, the study limitations and suggestions for future research

Development and validation of the Mentoring Functions Measure, The

2016 Summer.Includes bibliographical references.This study developed and provided validation evidence for a new measure of mentoring functions, the Mentoring Functions Measure (MFM). Existing measures of mentoring functions suffer from flaws that the present study aimed to reduce or eliminate. This study had three primary goals: (1) to develop a new measure of mentoring functions, (2) to provide reliability and validity evidence for the measure, and (3) to connect the measure to socioemotional selectivity theory, a theory of aging. In the first phase of the study, 98 items were created based on dimensions that had been used in previous research. These items were reviewed by subject matter experts (SMEs), after which the number of items was reduced to 78. In the second phase, the measure was further refined after being completed by 487 participants in the United States through Amazon Mechanical Turk (MTurk); all participants were currently in an informal mentoring relationship and working at least part-time. Through item analysis, exploratory factor analysis, and confirmatory factor analysis, the MFM was refined and finalized. The MFM consists of 12 items, demonstrates good reliability evidence, and is comprised of three factors: Career functions, Trust & Acceptance functions, and Relationship functions. Construct validity evidence was obtained, with the MFM generally correlating more strongly with the MFQ-9 than with transformational or paternalistic leadership. Criterion-related validity evidence was also established, with MFM subscales predicting affective outcomes (job satisfaction and life satisfaction), health outcomes (burnout), and cognitive outcomes (personal learning). The MFM was expected to demonstrate known-groups validity evidence, using socioemotional selectivity theory; younger protégés were expected to prefer a mentor who exhibits more career functions, and older protégés were expected to prefer a mentor who exhibits more psychosocial functions. However, no significant differences were found in mentor preference based on protégé age. Due to the scale development best practices used to develop the MFM, as well as the reliability and validity evidence established in this study, the MFM can be used by both researchers and practitioners to measure mentoring functions

Using Mentoring Enactment Theory To Explore How Saudis Receive Mentorship In Public Sector Organizations With Vision 2030

This study explored mentoring relationships inside Saudi’s public sector organizations by applying Mentoring Enactment Theory (MET), developed by Kalbfleisch (2002), which explored the relationships between mentors and proteges in an informal professional way. Relationships based on this theory are considered unique, and mentors and proteges have close relationships (Kalbfleisch, 2007). This study focused on Saudi employees on public sector organizations (N = 505) and what their perception about informal mentoring relationships in their workplace environment. Informal mentoring relationships in public sector organizations of Saudi Arabia was what this study was developed to explore using MET focusing on the informal mentorship between employees. Initiation and maintenance (trust, support, conflict) were specially considered to explore the mentoring relationships in public sector organizations. A quantitative method (survey) has been used to gain Saudi perceptions and thoughts about informal mentoring relationships

Knowledge Management in the Context of an Ageing Workforce: Organizational Memory and Mentoring

Organizational memory has significant potential for companies’ competitive advantage, with mentoring considered a particularly effective method of transferring this knowledge. Older workers are often considered ideal mentors because of their experience and alleged willingness to pass on their knowledge. There is an associated assumption that these workers anticipate and experience positive outcomes from mentoring others. This thesis tested if these assumptions hold up in 21st century workplaces - some discriminatory practices towards older workers and a career contract that no longer guarantees employment, may discourage knowledge sharing. An organizational memory scale was constructed to help test the assumptions and an exploratory factor analysis involving 143 employees from eight companies resulted in 21 items and five correlated factors including socio-political knowledge, job knowledge, external network, history, and industry knowledge. Two confirmatory factor analyses, the first involving 287 employees and the second 115 retirees, found support for five correlated first-order factors and a second order factor, organizational memory. In a third study involving 134 employees, support was found for a model of organizational memory and empowerment. Age was found to relate to organizational memory but this relationship was mediated by organizational tenure. In turn, organizational memory was found to relate to psychological empowerment and the frequency with which participants were requested to share knowledge at work. Organizational memory, empowerment and request to train and mentor others also positively related to organization-based self-esteem. In the fourth study, an organizational case study involving 78 employees, support was found for a model of organizational memory and the intention to mentor within the context of an aging workforce. Generativity and the expected cost of the time and effort involved in mentoring mediated the relationship between organizational memory (specifically, socio- political knowledge) and the intention to mentor. Furthermore those participants with high scores on both organizational memory and occupational self-efficacy anticipated more cost in time and effort, and indicated less intention to mentor, than those with high organizational memory but low occupational self-efficacy. These findings challenge the assumption that experienced workers are, as a matter of course, willing to mentor others. In a final study involving 96 retired individuals, there were no significant differences found between retirees with and those without experience as a mentor, in career satisfaction and unwelcome work ruminations. However notably, the study showed that participants did experience unwelcome work ruminations even (as in the case of some) well into retirement. The thesis concludes with a summary of findings as they relate to the assumptions under examination, an outline of the overall implications of the findings for future research and for organizational practice, and closing remarks about the overall research contribution of the thesis

Leadership Development Strategies to Build Leaders Through Mentorship Programs

Developing employees to assume leadership positions has never been more critical for organizational leaders given the competitive climate and the shortage of executive leaders. Organizations must develop future leaders at unprecedented rates to assume roles and responsibilities of the current executive leaders who will leave the organization due to retirement and other forms of attrition. Using mentorship theory, the purpose of this multicase study was to explore strategies that business leaders use to successfully improve their mentoring programs for employee leadership development. The target population consisted of 3 business leaders located in central Florida with successful experience in improving their mentoring programs for employee leadership development. Data were collected via semistructured interviews and review of organizational documents. Data were analyzed using methodological triangulation through inductive coding of phrases and words. Three themes emerged from the thematic analysis, which are: mentoring functions are critical for leadership development, multiple modes of mentoring are effective for leadership development, and a mentor\u27s motivation is critical for a successful mentoring relationship with mentee. Business leaders must understand the processes and functions of mentoring to make informed decisions when considering integrating mentorship programs into the organizational processes and initiatives aimed at leadership development. The implications for positive social change include the development of leaders empowered to make significant contributions to their local communities, allowing leaders to effectively respond to challenges associated with lack of proper health, homelessness, environmental sustainability, and violent acts