Mentoring in early career

Mentoring is seen as a potentially powerful technique for enhancing the development of individuals and organisations, but the right conditions need to be in place if this potential is to be realised. In this article, the career-related and psychosocial benefits of mentoring reported by 129 graduate protégés in early career in two organisations are examined. Results indicate moderate to low benefits of mentoring for the protégés. Benefits did not increase with duration of the relationship, nor were they substantially linked with gender. Having a mentor who was perceived to be influential and having high contact – relative to sample norms – with the mentor were, however, positively associated with benefits reported by protégés. So, to a lesser extent, was seniority of mentor. These results were partly due to the overall context in which mentoring took place. There was generally low contact between mentor and protégé; graduates' development was already relatively closely monitored and managed. Mentors reported a culture reasonably conducive to mentoring, but with little accountability or reward for carrying out their mentoring duties. In such circumstances the benefits of mentoring are likely to be limited, and some of the predictors of mentoring success obscured.     

The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality

The literature often focuses on the positive effects of mentoring, especially for protégés. When mentoring experiences are negative, the assumption is that these negative effects are less detrimental to the mentor than to the protégé, owing to the mentor's greater relative power in the relationship. This study uses ego depletion theory to examine the link between negative mentoring experiences (as rated by protégés) and mentor creativity and focuses on the mediating and moderating roles of mentor ego depletion and mentor traditionality on this link. The results are based on data from 227 protégés, 187 mentors, and 187 supervisors of mentors in Chinese organizations. The findings support a mediating effect of ego depletion on the negative relationship between negative mentoring experiences and mentor creativity. In addition, the study finds that traditionality attenuates both the positive relationship between negative mentoring experiences and ego depletion and the indirect effect of negative mentoring experiences on mentors' creativity through ego depletion. The implications for management theory and practice are discussed.     

The impact of mentoring quality on protégés' organization‐based self‐esteem and proactive behavior: The moderating role of traditionality

Based on self‐consistency theory, this study examined the relationship between mentoring quality as perceived by protégés and protégés' proactive behavior. It focused on the mediating role of organization‐based self‐esteem (OBSE) and the moderating role of traditionality. To examine these relationships, we administrated three‐wave surveys to 237 subordinate–supervisor dyads in a construction enterprise. The results of hierarchical linear modeling demonstrated that (a) mentoring quality and proactive behavior had a positive relationship; (b) OBSE mediated this relationship; and (c) traditionality strengthened both the relationship between mentoring quality and OBSE and the indirect effect of mentoring quality on proactive behavior via OBSE. Our findings have theoretical and practical implications for research on mentoring and proactive behavior.     

Expanding leadership diversity through formal mentoring programs

To attract and retain people, it is essential that organizations design and successfully implement programs and processes that develop people and nurture their talents. For those who aspire to a leadership role, the opportunity to engage in mentoring relationships with senior‐level leaders is a powerful way to accelerate growth. In the majority of informal mentoring relationships, mentors and protégés share similar racial, gender, and cultural backgrounds. Senior leaders in most large organizations are still primarily white males. As a result, it can be difficult for people from diverse backgrounds who aspire to higher level leadership roles to find senior executives with whom they can develop a mentoring relationship. To address this challenge, some organizations have implemented formal mentoring programs that are specifically designed to facilitate development of people from diverse backgrounds. Unfortunately, previous research studies conducted on the impact of formal mentoring relationships have shown that these programs do not consistently achieve the desired outcomes. The change intervention described in this article suggests that formal mentoring programs can significantly influence the movement of protégés from diverse backgrounds into higher level leadership positions.     

Why does formal mentoring matter? The mediating role of psychological safety and the moderating role of power distance orientation in the Chinese context

Formal mentoring programs continue to gain popularity within various organizations due to their positive impact on protégés' career successes. However, to date, relevant research has focused on the benefits of informal mentoring relationships. To narrow the literature gap, this study was conducted to examine whether, how and when the amount of formal mentoring provided by mentors influenced protégés' work attitudes. Based on 208 formal mentor–protégé dyads from the People's Republic of China, we found that the amount of formal mentoring provided by mentors related positively to protégés' affective commitment and related negatively to turnover intention. Furthermore, perceived psychological safety of protégés partially mediated the relationship between the amount of formal mentoring and affective commitment, whereas it completely mediated the relationship between the amount of formal mentoring and turnover intention. Finally, protégés' power distance orientation moderated the relationship between the amount of formal mentoring and perceived psychological safety. Additionally, implications for research and practice from our findings are discussed.     

Mentoring and expressive network resources: their relationship with career success and emotional exhaustion among Hellenes employees involved in emotion work

Although mentoring has been identified as an important career resource for protégés in the Anglo-Saxon cultural cluster, pertinent research in other cultures is still scarce. The relationship of mentoring and expressive network resources with protégés' career success and emotional exhaustion was investigated in a sample of 104 Hellenes (Greek) bank employees performing frontline service jobs. The number of mentors that respondents reported they have had was related to their extrinsic career success. However, currently having a mentor was not related to intrinsic career success and was marginally related to emotional exhaustion. In contrast, the amount of expressive network resources was strongly related to both intrinsic career success and emotional exhaustion. The results are discussed with respect to extant research, the national cultural context of the study and the cross-cultural transferability of human resource systems. The general tentative conclusion is that relationships with mentors and expressive network resources appear to be important resources for employees across cultures, but the relative potency of their benefits is influenced by the national cultural characteristics.     

Implicit leader development: The mentor role as prefatory leadership context

This qualitative study examines the role of mentor as a possible avenue of individual leader development. Specifically, how do mentors conceptualize effective leadership, and what facets of psychological capital develop in the mentoring relationship? Fourteen mentors participating in a statewide mentoring program were surveyed, along with expert mentors and mentees for verification. Results found that mentors' conceptualization of their role and activities aligned with established leadership concepts, specifically those leadership behaviors associated with transformational leadership. Mentors also indicated perceived growth in facets of psychological capital associated with leadership success. By examining the implicit influences and benefits of serving in the mentor role, the alternative focus on the mentor's growth can be utilized to incorporate leadership development into this well‐established pedagogical tool.     

What is the role of perceived leadership capacity in presidential politics?

The relevance of leadership models in presidential leadership, and principally the role of perceived leadership in presidential election years, is an area of study with limited development but increasing importance. This study explores the relationship between young voters' leadership assessment of presidential candidates, Barack Obama and John McCain, and their reports of voting behavior during the 2008 presidential election. Leadership perceptions were collected from 812 respondents prior to the election. Results indicate that candidate leadership assessments have a significant effect on candidate preference after controlling for the impact of party identification and self‐perceived political efficacy. Further, political efficacy significantly impacted respondents' intent to vote in the election after controlling for these same variables. Party affiliation produced significant differences across the political ideology, leadership ratings, political efficacy, and likelihood of voting variables. The study concludes with a discussion of the implications as they pertain to political leadership.     

Revenge Exacerbates the Effects of Interpersonal Problems on Mentors’ Emotional Exhaustion and Work‐Family Conflict: A Self‐Defeating Perspective

Drawing on conservation of resources theory, this study examined the link between negative mentoring experiences (i.e., interpersonal problems) perceived by mentors and their work‐family conflict (WFC) by focusing on the mediating role of emotional exhaustion and the moderating role of revenge. The results of a field survey of 187 mentors in China supported all of our hypotheses, indicating that interpersonal problems perceived by mentors were positively related to their WFC. This relationship was also found to be mediated by the mentors’ emotional exhaustion. In addition, revenge against protégés was found to moderate the main effect of interpersonal problems on emotional exhaustion and the indirect effect of interpersonal problems on WFC. Specifically, revenge exacerbated the positive relationship between interpersonal problems and emotional exhaustion. Further, emotional exhaustion mediated the indirect effect of interpersonal problems on WFC when the level of revenge was high, but not when it was low. The findings of this study provide insightful theoretical contributions and managerial implications that indicate new directions for research related to mentoring and work‐family relationships. © 2016 Wiley Periodicals, Inc.     

Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry

Developmental networks enhance career success through the support received by the protégé via the network structure. This paper extends developmental network research by exploring the extent to which strain is associated with developmental network structure and support in the Australian mining industry, a highly volatile and unique context. Our research tests the popular notion of ‘the more support you get, the better’ which is in need of further exploration in the developmental networks literature particularly in specific work contexts with strain (vs. success variables) as outcomes. Results indicate that bigger, broader networks with more career, psychosocial and role modelling support are not always beneficial for protégés in this context. A smaller network with a broader range of developers is associated with reduced work–parenting strain, but not work–family strain. Increased career support reduced work–family strain, but this was not the case for increased psychosocial support and role modelling support. Further, gender moderated the relationship between psychosocial support and work–family strain possibly due to token group effects.     

From ‘Great’ Leaders to Building Networks: The Emergence of a New Urban Leadership in Southern Europe?

This article reviews the changes that have taken place in local government leadership in France and Spain. It has been argued that political leadership in local government in Southern Europe is characterized by major political leaders who are able to obtain resources from central government through their political connections. However, both French and Spanish local governments have evolved while developing new forms of leadership that are more connected to territory, its people and local issues than to the respective administrative capitals. The article argues that the development of new policies at the local level, the opening of new avenues of citizen participation and the introduction of new methods of public management have changed the relationship between elected representatives and the people. Institutional innovations at the supra‐municipal level have also created a space between regions and municipalities for local leaders to develop their capacity as project leaders and network creators. Cet article examine les changements survenus au niveau de l'autorité gouvernementale locale en France et en Espagne. L'autorité politique dans un gouvernement local du sud de l'Europe se caractérise, assure‐t‐on, par de grands leaders politiques capables d'obtenir des ressources du gouvernement central grâce à leurs relations. Pourtant, les gouvernements locaux français et espagnols ont évolué tout en élaborant des formes originales de leadership, plus proches du territoire, de sa population et des affaires locales que les capitales administratives concernées. La conception de politiques publiques novatrices au plan local, l'ouverture d'autres accès à la participation des citadins et l'introduction de nouvelles méthodes de gestion publique ont modifié le rapport entre représentants élus et population. De plus, des innovations institutionnelles au niveau supra‐municipal ont généré un espace entre régions et municipalités permettant aux leaders locaux de développer leurs aptitudes en tant que chefs de projet et créateurs de réseaux.     

Skill development in reverse mentoring: Motivational processes of mentors and learners

Building on Murphy's (2012) model of reverse mentoring, we examine the psychological processes that contribute to skill development in initiatives where knowledge is transferred from younger to older individuals. We employ a sample of younger mentors (n = 457) and older learners (n = 293) participating in a digital skills initiative to test parallel moderated mediation models. Our findings show extrinsic motivation plays a dominant role in the development of younger groups' mentoring skills, while older learners' digital skills development is primarily driven by intrinsic motivation. We also find positive affect and self‐efficacy can serve as personal resources in this context, but only for mentors. Taken together, our results suggest motivational processes in reverse mentoring unfold differently for the two groups involved in the exchange. Recommendations for human resource practice, including specific guidelines for developing intergenerational learning initiatives, are discussed.     

The aftermath of France's last moral panic and its sociology

Stéphane Beaud and Michel Pialoux Violences urbaines, violence sociale. Genèse des nouvelles classes dangereuses Robert Castel L'insécurité sociale. Qu'est‐ce qu'être protégé? David Garland The culture of control. Crime and social order in contemporary society Hugues Lagrange Demandes de sécurité. France, Europe, Etats‐Unis     

Reverse mentoring at work: Fostering cross‐generational learning and developing millennial leaders

Reverse mentoring is an innovative way to encourage learning and facilitate cross‐generational relationships. It involves the pairing of a younger, junior employee acting as mentor to share expertise with an older, senior colleague as mentee. The purpose is knowledge sharing, with the mentee focused on learning from the mentor's updated subject or technological expertise and generational perspective. In addition, there is an emphasis on the leadership development of the mentors. Reverse mentoring is situated in the mentoring literature as an alternative form of mentoring, with unique characteristics and support functions exchanged that distinguish it from other developmental relationships. A model is developed that focuses on key variables to consider and how reverse mentoring may benefit individuals and organizations. Generational differences are also presented, and the ways in which reverse mentoring capitalizes on millennial capabilities and preferences are highlighted throughout. Finally, theoretical and practical contributions are discussed, including essential components for creating a reverse mentoring program. © 2012 Wiley Periodicals, Inc.     

Local Political Leadership: Nordic Style

In a context where changes brought about by globalization and Europeanization, and where local governments increasingly operate in a governance mode, different countries place increasing stress on the importance of strong local leadership. This article reviews local political leadership in Denmark, Finland, Norway and Sweden. Outside of a few major (mainly capital) cities, local government in the Nordic area remains small scale and frequently rural, is strongly partisan, yet relies on a strong tradition of consensual, corporatist style of decision‐making. Furthermore, this social democratic consensus places a stress on the continued production and delivery of high quality welfare state services. This domestic environment produces a style of local leadership which is essentially collective in nature and in which the strong mayor concept is alien. The article reviews the experience of local political leadership in the four Nordic countries and concludes that, though there is some small country variation and without many examples of strong mayors, local political leaders play an important role, especially in managing and maintaining the consensual style of politics. Mondialisation et européanisation créent des changements qui, à l'instar des gouvernements locaux, opèrent de plus en plus selon un mode de gouvernance, poussant plusieurs pays à faire une place plus importante à une forte autorité locale. L'article étudie l'autorité politique locale au Danemark, en Finlande, en Norvège et en Suède. A l'exception de quelques rares grandes villes (essentiellement les capitales), un gouvernement local dans les pays nordiques garde une échelle réduite et souvent un caractère rural, tout en étant fortement partisan même s'il s'appuie sur une solide tradition décisionnelle consensuelle de type syndical. Par ailleurs, ce consensus social démocratique agit sur la poursuite et la qualité de la fourniture de prestations dans le cadre de l'État‐providence. Cet environnement national génère un style d'autorité locale de nature principalement collective, qui exclut toute notion de pouvoir propre au maire. L'article étudie les formes d'autorité politique locale dans les quatre pays scandinaves concluant que, malgré quelques légères variations nationales et la quasi‐absence de maires puissants, les leaders politiques locaux jouent un rôle important, en particulier dans la gestion et la préservation d'un style politique consensuel.     

Transfer of training: Written self‐guidance to increase self‐efficacy and interviewing performance of job seekers

Subsequent to training IT professionals ( n = 35) in skills for performing effectively in a selection interview, 16 were randomly assigned to a transfer of training intervention, written self‐guidance (WSG). This methodology is based on social cognitive and self‐persuasion theories. The results showed that WSG resulted in significantly higher ratings from an interviewer than did those in the control group. Self‐efficacy for interviewing skill mediated the relationship between WSG and performance. A content analysis of the WSG letters showed that the use of self‐affirming and self‐relevant statements was positively related to performance in the selection interview. © 2012 Wiley Periodicals, Inc.     

Multirater and Gender Differences in the Measurement of Political Skill in Organizations

Organizational political skill is an essential component of a leader's success. The purpose of the current study was to ascertain whether differences existed in how individuals rated themselves and were rated by others on 13 political skills using the Brandon Partners and Seldman Learning Organizational Savvy Multi‐Rater Assessment. Over 4,500 individuals completed an online self‐rater assessment to test the reliability and validity of the instrument. A sample of 131 individuals with 1,056 observer ratings completed an online multirater assessment to address the research questions. The dependent variables were the 13 political skill set average scores and the independent variables included gender and rater group. Significant rater group differences in multirater assessment of political acumen were found in all skill sets. The greatest difference was between the self‐ratings, always the lowest, and the ratings of the four rater groups. No significant gender differences in self‐assessment of organizational political skill were found in the 13 skill sets. Significant gender differences in ratings by others were found with females scoring higher than males in two areas. The findings contribute to our understanding of gender differences regarding the perception of political skill. Organizations can use this knowledge in educational programs to elevate leader performance.     

The Transformation of Urban Political Leadership in Western Europe

This overview article sets out the broad themes behind the transformation of local political leadership, in particular the forces that have led to the introduction of stronger forms of local executive, such as directly elected mayors. After setting out the role of local political leadership in traditional local government and different traditions and patterns across Western Europe, the article sets out the likely factors driving the changes toward a stronger form of leadership in the more complex pattern of governing described as local governance: complex networks, the ‘new political culture’, Europeanization of public policy and institutional mimetism. The article observes that the articles in this symposium do not fully confirm these hypotheses, showing the complexity of the responses and the different contexts across Western Europe. The concluding sections draw together the implications of the stronger forms of local executive for the current practice and functioning of local politics and policy‐making: the legitimacy crisis that may have emerged from more autonomous political leaders, which combines with the decline in the conventional measures of local political participation; the lack of complementary institutional resources to assist the performance of the enhanced executive function; and the emergence of a new north‐south divide in governing styles. Cet article général expose les grands thèmes qui sous‐tendent la transformation de l'autorité politique locale, notamment les forces qui ont conduit à l'introduction de formes d'exécutif local plus puissantes, comme l'élection des maires au suffrage direct. Après avoir expliqué le rôle d'une autorité politique locale dans un contexte classique et selon plusieurs traditions ou modèles d'Europe occidentale, l'étude s'intéresse aux facteurs susceptibles de tendre vers une forme plus forte d'autorité dans le cadre pluscompliqué d'une gouvernance locale intégrant réseaux complexes, ‘nouvelle culture politique’, européanisation des politiques publiques et mimétisme institutionnel. Les articles proposés pour ce symposium ne confirment pas totalement ces hypothèses, révélant la sophistication des réponses et la multiplicité des contextes européens. La conclusion déduit ce qu'implique le renforcement de l'exécutif local dans la pratique et le fonctionnement actuels de la politique et du processus décisionnel locaux: crise de légitimité, éventuellement née de leaders politiques plus autonomes, combinée au déclin des dispositifs classiques de participation locale; manque de ressources institutionnelles complémentaires qui faciliteraient la mise en ?uvre de la nouvelle fonction exécutive; émergence d'une scission nord‐sud dans les styles de gouvernement.     

Why Do I Feel Valued and Why Do I Contribute? A Relational Approach to Employee's Organization‐Based Self‐Esteem and Job Performance

Drawing on the relational perspective and self‐consistency theory, we theorize how relationships involving work‐centric, off‐work‐centric, and/or personal components can affect an employee's organization‐based self‐esteem and job performance in Chinese organizational contexts. Matched data were collected from a multi‐source sample that included 219 employee–supervisor dyads from a Chinese bank. Results based on hierarchical regression analyses reveal that a high‐quality relationship with a supervisor through work and off‐work domains (leader–member exchange and guanxi) is positively related to organization‐based self‐esteem. Organization‐based self‐esteem plays a mediating role in the relationship between guanxi and job performance. Additionally, career mentoring from a supervisor (a work‐centric relationship involving personal components) moderates the relationship between organization‐based self‐esteem and job performance.     

Influence of Leadership on Job Satisfaction: The Moderating Effects of Follower Individual‐Level Masculinity–Femininity Values

The current study examined whether employee individual‐level masculinity–femininity values moderate the relationship between leadership styles (structural, human resource, political, and symbolic) and employee job satisfaction. Overall, the research provided support for the impact of individual‐level masculinity–femininity on follower reactions to various leadership behaviors. The findings indicated that followers who scored high on feminine orientation perceived a weaker relationship between all leadership behaviors and job satisfaction. Followers with more masculine values associated more perceptions of job satisfaction with human resource, political, and symbolic leadership and viewed leaders' structural behaviors as less important for satisfaction at work.