- 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, ...
Chapter 23: 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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