Supervisor mentoring: Does a female manager make a difference?

Locke, Victoria; Williams, M. Lee

doi:10.1080/08824090009388750

Cited by 3 publications

(3 citation statements)

References 36 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Research indicates that mentoring can be an effective means to build women’s capacity for leadership in organisations; however, the mentoring relationship needs to be effectively developed to create social change as opposed to just transactional change (de Vries, 2010, 2011; Linehan and Walsh, 1999; Murphy et al , 2017). Mentoring has long been an important practice not only for career advancement and personal development of employees, but also for organisational success (Locke and Williams, 2000; Martin-Chua, 2009; McKeen and Bujaki, 2007; Ragins and Cotton, 1999). While mentoring has been “expansively practised by men” (Morgan 2006, p. 189), increasingly women are making use of it as well to succeed in male-dominated occupations (Ramaswami et al , 2010).…”

Section: Introductionmentioning

confidence: 99%

The barriers and enablers to career and leadership development

Mate

McDonald

2019

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this study is to contrast how the relationship between career and leadership development and workplace culture is experienced by women in two different countries and the implications this has for human resource development initiatives. Design/methodology/approach The study used a qualitative narrative research design to understand how the lived experiences of Australian and Vietnamese early- to mid-career female academics is engendered. Findings The study identified a number of key barriers and enablers that affected women’s career and leadership development. For the Australian participants, the main barrier included the competing demands of work and life and male dominated organisational cultures that discriminate against women in covert ways. The main enabler was mentoring and the building of professional networks that provided their careers with direction and support. For the Vietnamese participants, the main barriers were overt and included male-dominated organisational and societal cultures that limit their career and leadership development opportunities. The main enabler was having a sponsor or person with power in their respective organisation who would be willing to support their career advancement and gaining recognition from colleagues and peers. Research limitations/implications Gaining a deeper understanding of the barriers and enablers that effect women’s career and leadership development can be used to investigate how culturally appropriate developmental relationships can create ways to overcome the barriers they experience. Originality/value The study analysed the contrasting experiences of barriers and enablers from two cultures. The participants narrated stories that reflected on the gender politics they experienced in their career and leadership development. The narrative comparisons provide a unique lens to analyse the complex cultural experience of gender and work with potential implications for human resource development.

show abstract

Section: Introductionmentioning

confidence: 99%

The barriers and enablers to career and leadership development

Mate

McDonald

2019

IJOA

View full text Add to dashboard Cite

show abstract

“…However, the application of gendered communication to workplace outcomes has yet to be tested empirically. Given Locke and Williams’s (2000) expectation that communication style is likely to have a more influential impact on one’s career success than the individual’s sex, it is not surprising that management texts agree that “across all industries, . .…”

mentioning

confidence: 99%

Gendered Communication and Career Outcomes: A Construct Validation and Prediction of Hierarchical Advancement and Non-Hierarchical Rewards

Weinberg

Treviño

Cleveland

2015

Communication Research

View full text Add to dashboard Cite

This research introduces and tests a measure that captures gendered communication style, a multi-dimensional construct with masculine and feminine facets. In Study 1, we follow a well-regarded content adequacy procedure to develop and test items to represent each of these facets and further validate the new measurement instrument across two samples of working adults. Study 2 replicates the instrument’s factor structure and tests the relationships between perceived masculine and feminine communication styles and multiple indicators of career success. Results generally support our hypotheses that masculine communication style is related to hierarchical advancement (e.g., number of promotions, advancement to higher managerial levels), whereas feminine communication style is related to non-hierarchical rewards (e.g., higher compensation, increased span of control). Unexpectedly, feminine communication style also positively predicts two indicators of hierarchical career success. Furthermore, an interaction effect suggests that gendered communication style has more of an impact on women’s compensation than on men’s.

show abstract

“…Kurtz-Costes, Heinke, and Ulku-Steiner (2006) found that protégés perceive female mentors as less supportive than male mentors. However, Burke (1984) found that female mentors provide more psychosocial support than male mentors and female protégés have been found to receive more psychosocial support, but less career support, than male protégés regardless of mentor sex (Burke;Koberg et al, 1994;Locke & Williams, 2000).…”

Section: Rationalementioning

confidence: 99%

Using Mentoring Enactment Theory to Explore the Doctoral Student-Faculty Member Mentoring Relationship

Månsson¹

View full text Add to dashboard Cite

The purpose of this dissertation was threefold. The first purpose was to examine the advisoradvisee mentoring relationship using Mentoring Enactment Theory (Kalbfleisch, 2002). The second purpose was to examine the relationship between advisees' use of relational maintenance behaviors and their own and their advisors' reports of relational characteristics (i.e., liking, communication satisfaction, relational satisfaction, trust, work commitment, and control mutuality). The third purpose was to examine the extent to which advisees' relational uncertainty with their advisors was related to their use of relational maintenance behaviors and their advisors' provision of career support and psychosocial support. The results of Principal Component Analyses, Pearson correlations, and MANOVAs indicate that advisors and advisees have similar perceptions of what behaviors advisees engage in to maintain their advisor-advisee mentoring relationships. These behaviors are: appreciation, courtesy (advisees only), tasks, goals, protection (advisors only), and humor. Advisees' use of these relational maintenance behaviors generally is related positively their own reports of relational characteristics and received mentoring support from their advisors, but advisees' use of relational maintenance behaviors is not related negatively to their relational uncertainty. Similarly, advisors' reports of their advisees' use of relational maintenance behaviors generally are related positively to their own reports of relational characteristics. The results indicate further that the sex composition of the advisor-advisee dyad has minimal impact on advisees' use of relational maintenance behaviors and advisors' provision of career support and psychosocial support for their advisees.

show abstract

Supervisor mentoring: Does a female manager make a difference?

Cited by 3 publications

References 36 publications

The barriers and enablers to career and leadership development

The barriers and enablers to career and leadership development

Gendered Communication and Career Outcomes: A Construct Validation and Prediction of Hierarchical Advancement and Non-Hierarchical Rewards

Using Mentoring Enactment Theory to Explore the Doctoral Student-Faculty Member Mentoring Relationship

Contact Info

Product

Resources

About