Mentoring relationships and the female managerial career

Linehan, Margaret; Walsh, James S.

doi:10.1108/13620439910295718

Cited by 51 publications

(37 citation statements)

References 10 publications

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“…Moreover, some lone female assignees undertake educational courses to improve their career potential, develop themselves personally and fill their spare time productively. These activities also provide positive learning and relationship outcomes (Linehan and Walsh 1999;Mendenhall and Stahl 2000). A further strategy involves catering for friends, rather than eating in the male-dominated canteen (Gordon 2008).…”

Section: Discussionmentioning

confidence: 99%

“…Assignment support is generally acknowledged as more helpful to expatriates in creating a meaningful and interesting job. For instance, mentoring helps to provide career enhancement for women (Linehan and Walsh 1999); coaching provides a highly personalized form of training (Mendenhall and Stahl 2000) and networking helps to reduce women's isolation as well as providing a career development intervention (Shortland 2011b). …”

Section: Contextmentioning

confidence: 99%

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Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

Shortland

2016

Handbook on Well-Being of Working Women

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Expatriation in oil and gas exploration and production involves relocation or frequent mobility to geographically remote, climatically harsh, even dangerous locations. Living in camps, compounds or offshore rigs typically involves family separation for lengthy periods with little respite from a highly masculine social ethos. Women undertaking such assignments can experience limited opportunities for fulfilling social lives. Even city-based solo expatriation can prove to be isolating. Yet, extreme geographical locations do not preclude women's expatriation as benefits such as good career prospects, high monetary rewards and various forms of organizational support can potentially outweigh the disadvantages. Based on 12 interviews with solo expatriates, this chapter highlights the factors that influence women's decisions to undertake single status expatriation and their experiences of living in highly gendered geographies. Organizational policy that supports female assignees can help to make extreme expatriation more attractive to women.

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Section: Discussionmentioning

confidence: 99%

Section: Contextmentioning

confidence: 99%

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

Shortland

2016

Handbook on Well-Being of Working Women

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“…Mentoring helps women to overcome career obstacles, gain information and insight, seize power, understand organizational politics, obtain feedback and gain access to resources (Burke & McKeen, 1990;Collins, 1983;Fagenson, 1989;Headlam-Wells, 2004;Koberg, Boss, Chappell & Ringer, 1994;Lineham & Walsh, 1999;Ragins, 1996;Ragins & Cotton, 1999). Women who are mentored are also more likely to have a positive assessment of their marketability and to be exposed to powerful networks (Eddleston, Baldridge & Veiga, 2004).…”

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confidence: 95%

An examination of gender influences in career mentoring

2009

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This study draws on the Theory of Planned Behaviour to examine the role of gender in the decision to be mentored. Contrary to expectations, men and women employ similar decision criteria in the decision to seek a mentor. The primary driver for seeking a mentor was to obtain psychosocial support, including personal support, acceptance, having a confidant, being trusted and friendship. Men were more likely than women to seek a mentor when they valued increased autonomy. The implications of the findings for protégés, mentors and career development professionals are noted. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.

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“…Legislation on employment equity and skills development requires that mentoring practices are based on the formation of cross-cultural and cross-gender mentoring relationships in the South African organisational context. Given the mutual identification processes underlying the development of mentoring relationships, diverse mentoring relationships clearly pose many challenges to both mentors and mentees (Clutterbuck & Ragins, 2002;Linehan & Walsh, 1999). However, identification may still occur in diverse relationships, although this identification may be based on similarities in values, backgrounds, personalities and interests.…”

Section: Diversity In Mentoring Relationshipsmentioning

confidence: 99%

Experiences Of The Mentoring Relationship: A Study In A Mining Company

Gilmore

Coetzee

Schreuder

2005

SA j. hum. resour. manag.

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Political, economic, technological and cultural changes are having a profound impact on the world of work and are bringing new challenges to the management of people in the workplace, particularly the planning and managing of careers. Organisations worldwide are increasingly staffed by diverse groups of employees (Aryee & Debrah, 1993;Baruch, 1999;2004;Furnham, 2000;Greenhaus, Callanan & Godshalk, 2001). In the South African context, historically disadvantaged South Africans (Africans, Coloureds, Indians and women) are climbing the corporate ladder and it is clear that only effective management of the diverse workforce will ensure a competitive edge (Grobler, Warnich, Carrell, Elbert & Hatfield, 2002).Mentoring is a valuable resource for individual and organisational learning, and for coping with an unstable and dynamically changing workplace (Kram & Hall, 1996;Siegel & Reinstein, 2001). To cope effectively with change requires a different process of learning -one that mentoring can provide. Kram and Hall (1989) assert that mentoring helps to ease stress during times of "corporate trauma" when an organisation is downsizing, for example. Mentoring can also be used to help employees to take ownership of their careers and thereby navigate their careers successfully (Baruch, 1999;Hay, 1995). According to Clutterbuck and Sweeney (2003), very few people now have linear career paths -that is, where it is possible to see several steps ahead. The reality for most people is that they need to both maximise the potential for learning in the job they have now, and constantly be alive to opportunities to gradually move into new roles. Managing both the major and the minor transitions becomes a lot easier when one has a dispassionate but well-disposed mentor, who can take a broader view and help one to think through the options and implications of each opportunity.A mentor is often described as a senior, experienced employee who serves as a role model, and who provides support, direction and feedback to the younger employee in terms of career plans and interpersonal development (Baruch, 1999: 441; Finkelstein, Allen & Rhoton, 2003:249; Noe, 1988:458). Although older mentors paired with younger mentees may still be the norm, changes encompassing today's workplace, such as multiple lifetime career paths and a protean approach to career development (Baruch, 2004;Hall & Mirvis, 1995), will likely increase the occurrence of similar-age (that is, peer mentoring) and reverse-age (that is, mentor younger than mentee) mentorships (Allen, McManus & Russell, 1999;Finkelstein et al., 2003;Klasen & Clutterbuck, 2002;Kram, 1996). Mentoring appears to work best when the need is the acquisition of wisdom. Clutterbuck and Sweeney (2003) refer to wisdom as the ability to relate what has been learnt to a wide spectrum of situations, and to achieve insight into and understanding of the issues discussed. In this regard, mentoring is regarded as one person's off-line help of another towards making significant transitions in knowledge, work or thin...

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Mentoring relationships and the female managerial career

Abstract: Mentoring relationships may be important for female managers seeking career advancement in both domestic and international management. The relative scarcity

Cited by 51 publications

References 10 publications

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

An examination of gender influences in career mentoring

Experiences Of The Mentoring Relationship: A Study In A Mining Company

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