• Summary
  • Contents
  • Subject index

The Handbook of Mentoring at Work: Theory, Research, and Practice brings together the leading scholars in the field in order to craft the definitive reference book on workplace mentoring. This state-of-the-art guide connects existing knowledge to cutting-edge theory, research directions, and practice strategies to generate the “must-have” resource for mentoring theorists, researchers, and practitioners. Editors Belle Rose Ragins and Kathy E. Kram address key debates and issues and provide a theory-driven road map to guide future research and practice in the field of mentoring. Key Features Takes a three-pronged approach: Organized into three parts—Research, Theory, and Practice. Breaks new theoretical ground in a time of change: The theory section extends the theoretical horizon by providing perspectives across related disciplines in order to enrich, enliven, ...

Designing Relationships for Learning into Leader Development Programs
Designing relationships for learning into leader development programs

The important role that relationships can play in individual learning and development is well documented (Kegan, 1994; Kram, 1985; Levinson, 1978; Schön, 1990; Wenger, McDermott, & Snyder, 2002). Thus, in creating leader development programs, it is only natural to think about using relationships as part of the program design. For example, relationships provide a source of feedback and coaching for participants. They afford access to advice and new ideas. They can provide opportunities to watch and learn from a role model. And they are sources of acceptance and confirmation. Feedback, coaching, advice, models, and confirmation are all ingredients for an effective learning process (see Boyatzis, Chapter 18, this volume).

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