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, and build new mentorship theory. Makes sense of research and planning new directions: The research part brings together leading scholars for the dual purpose of chronicling the current state of research in the field of mentoring and identifying important new areas of research. Builds bridges between research and practice: The practice part brings together leading mentoring practitioners to connect theory and research to practice, specifically, addressing how mentoring has changed over the past 20 years. Offers coherence within and across each section: At the beginning of each part, the editors provide a roadmap of the main themes—how they relate to one another, as well as to other parts of the book. Examines the impact of the changing landscape of careers: Framed within the new career landscape, the book incorporates changes in diversity, organizational structure, and technology.
Mentoring Relationships from the Perspective of the Mentor
Mentoring Relationships from the Perspective of the Mentor
In his classic study of the career development of men, mentoring others was cited by Levinson (1978) as a key developmental task for individuals in midcareer. Other career development researchers recognized that mentoring relationships were beneficial to both the mentor and to the protégé (Clawson, 1980; Dalton, Thompson, & Price, 1977; Hunt & Michael, 1983). Kram's (1985) groundbreaking research concerning developmental mentoring relationships at work emphasized the mutuality and reciprocity of mentoring relationships. As such, it is surprising that historically, the majority of empirical research has focused on the protégé, with much less attention concentrated on the mentor. However, during the past decade, this oversight has started to be addressed ...
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