2008
DOI: 10.1007/s10551-008-9668-5
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Mentoring and Practical Wisdom: Are Mentors Wiser or Just More Politically Skilled?

Abstract: practical wisdom, mentoring, ethics advice, political skills,

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Cited by 35 publications
(22 citation statements)
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References 29 publications
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“…However, the studies did suggest that mentors had more political skills than those who were not mentors. (Moberg, 2008). In their paper titled "Intentions to Initiate Mentoring Relationships: Understanding the Impact of Race, Proactivity, Feelings of Deprivation, and Relationship Roles" Hu, Thomas and Lance discussed how exploring certain factors in the initial phase of the mentoring relationship might affect the relationship's development (2008).…”
Section: Future Research Directionsmentioning
confidence: 99%
“…However, the studies did suggest that mentors had more political skills than those who were not mentors. (Moberg, 2008). In their paper titled "Intentions to Initiate Mentoring Relationships: Understanding the Impact of Race, Proactivity, Feelings of Deprivation, and Relationship Roles" Hu, Thomas and Lance discussed how exploring certain factors in the initial phase of the mentoring relationship might affect the relationship's development (2008).…”
Section: Future Research Directionsmentioning
confidence: 99%
“…Aristotle's ethics have proven a rich source of insight into contemporary problems of business ethics (e.g., Duska and Ronald, 1993;Hartman, 1996;Solomon, 1992). Most recently, Aristotle's conceptualization of practical wisdom has begun to motivate increased interest among management scholars (e.g., Moberg, 2008;Roca, 2007). Elsewhere, this author and colleagues have begun the task of describing and defining practical wisdom as it might be deployed in the entrepreneurial context (Dunham et al, 2008).…”
Section: Practical Wisdommentioning
confidence: 99%
“…Specific development programs have been created to address this challenge. Formal mentoring programs are one type of change intervention that organizations have sponsored for the purpose of attracting and developing highperforming people whose growth could be accelerated through working with experienced leaders who can guide their growth (Moberg, 2008;Shelton, McKenna, & Darling, 2002;Zellers, Howard, & Barcic, 2008).…”
Section: E X P a N D I N G L E A D E R S H I P D I V E R S I T Y T H mentioning
confidence: 99%
“…To be effective in creating more diversity in leadership roles, senior management needs to be committed and actively engaged in the processes and systems that are designed to reinforce the significance of diversity in the culture of the organization (Moberg, 2008;Payne & Huffman, 2005).…”
Section: Formal Mentoring Programs For People From Diverse Backgroundsmentioning
confidence: 99%