The positive psychology of mentoring: A longitudinal analysis of psychological capital development and performance in a formal mentoring program

Carter, Justin W.; Youssef‐Morgan, Carolyn M.

doi:10.1002/hrdq.21348

Cited by 66 publications

(57 citation statements)

References 92 publications

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“…Based on this fact, we need to closely understand the specific relationship between organizational capital and OCB. Psychological capital is about human strengths such as hope, efficacy, resilience, and optimism that link with employees' attitudes, behaviors, and performance ( Carter and Youssef-Morgan, 2019 ; Luthans, 2002 ; Luthans et al., 2007 ; Norman et al., 2010 ). Thus, it is important to look at its specific relationship with the behavioral aspect of OCB.…”

Section: Intangible Assets and Ocb Relationshipmentioning

confidence: 99%

Intangible assets and organizational citizenship behavior: A conceptual model

Tefera

Hunsaker

2020

Heliyon

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Through reviewing extant literature, this conceptual paper is aimed to improve the understanding of the intervening mechanisms that influence the relationship between intangible assets (IAs) and organizational citizenship behavior (OCB) to improve the performance of contemporary knowledge-dependent organizations. The authors believe this to be the first attempt to bring four major components of IAs together and look at their relationship with OCB. This helps to create awareness of the necessity of matching key resources with appropriate behavior to improve organizations’ competitive advantages. The proposed model and propositions showed relationships between IAs and OCB mediated and moderated by work engagement and perceived organizational support, respectively. Moreover, this paper suggests the need for integrated multi-level studies to strengthen the links between critical resources and behaviors to put the learning organization on the right growth track. Future research is suggested on new conceptualizations of IAs, such as spiritual capital, as well as the relationship of IAs with other typologies of OCB.

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Section: Intangible Assets and Ocb Relationshipmentioning

confidence: 99%

Intangible assets and organizational citizenship behavior: A conceptual model

Tefera

Hunsaker

2020

Heliyon

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“…Understanding the factors that influence the success of mentoring relationships continues to be timely and important area for HRD research. While the majority of mentoring research in the field of HRD has examined formal mentoring programs within a corporate context (Carter & Youssef-Morgan, 2019;Deptula & Williams, 2017;Thurston, D'Abate, & Eddy, 2012), our study examines mentoring within an understudied population within HRD scholarship: faculty involved in a formal mentoring program affiliated with a professional association. In addition to our sample, our study offers a unique contribution to the mentoring literature by identifying how mentoring schemas may guide experiences of the factors that challenge and cultivate mutuality within diverse formal mentoring relationships between faculty.…”

Section: Implications For Researchmentioning

confidence: 99%

Exploring the lived experiences of mutuality in diverse formal faculty mentoring partnerships through the lens of mentoring schemas

Ghosh

Hutchins

Rose

et al. 2020

Human Resource Dev Quarterly

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Mentoring programs continue to be an important HRD tool as they provide faculty, regardless of career stage, an opportunity for professional learning and development. However, the traditional hierarchical mentor–mentee model may limit the quality and utility of these relationships. A solution provided by emerging literature is the relational mentoring perspective that calls for a mutual approach to mentoring. Nonetheless, mutual learning and growth in diverse mentoring might be difficult for underrepresented faculty mentees and their mentors. Our study offers a unique contribution to the mentoring literature by identifying how mentoring schemas may guide experiences of the factors that challenge and cultivate mutuality within diverse formal mentoring relationships. Findings indicated that difference in career stage and culture/power‐distance challenged the mentoring partners' ability to experience mutuality, especially if they had a traditional mentoring schema. Interestingly, they managed to overcome these challenges and experience mutuality in their mentoring partnerships if they were paired with a senior mentoring partner with a relational mentoring schema who was skilled to nurture mutual learning and growth. Also, similarity between mentoring partners in deep‐level diversity characteristics such as research interest, work styles, and approach to career building facilitated experiences of mutuality. Guided by the findings, we recommend that program designers solicit information on how cultural identities might have shaped mentoring schemas as part of the matching process and engage mentoring participants in a discussion about how these differences may influence the way mutuality is conceptualized and practiced early in the mentoring process.

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“…Las principales implicaciones prácticas que podrían derivarse de estos hallazgos se vinculan, en primer lugar, a la necesidad de propiciar ambientes laborales que contribuyan al florecimiento del capital psicológico y la pasión armoniosa. En este sentido, la evidencia muestra consistentemente el CapPsi y la pasión constituyen estados desarrollables y susceptible al cambio (Omar et al, 2014;Carter y Youssef-Morgan, 2019;Vallerand, 2015). A su vez, del presente estudio se desprende que el CapPsi es un importante predictor de la pasión; y que, al mismo tiempo, contar con empleados con alto CapPsi y pasión por su trabajo, allana el camino a la innovación.…”

Section: Discussionunclassified

“…Constituye un estado psicológico positivo caracterizado por tener confianza (autoeficacia) para asumir y llevar a cabo con éxito una tarea desafiante; hacer una atribución positiva (optimismo) sobre el resultado de la misma; perseverar en la búsqueda de los objetivos (esperanza); y fortalecerse en la adversidad (resiliencia) para alcanzar el éxito (Luthans y Youssef-Morgan, 2017). Se concibe como un estado abierto al cambio, que aun teniendo cierta estabilidad en el tiempo es susceptible de desarrollo mediante intervenciones de corta duración, destinadas a influir en cada una de sus dimensiones así como en el constructo nuclear (Carter y Youssef-Morgan, 2019).…”

Section: Capital Psicológico Y Comportamiento Innovadorunclassified

“…Sus efectos motivacionales han demostrado ser más amplios e impactantes, en virtud de la interacción y sinergia entre sus componentes individuales. En términos generales, los estudios muestran resultados concordantes sobre el impacto positivo que el capital psicológico tiene sobre el rendimiento laboral (Carter y Youssef-Morgan, 2019;Luthans y Youssef-Morgan, 2017;Madrid, Diaz, Leka, Leiva y Barros, 2018). Partiendo de este cuerpo de evidencias, las investigaciones más recientes se han concentrado en explorar su influencia sobre el desempeño creativo y novedoso.…”

Section: Capital Psicológico Y Comportamiento Innovadorunclassified

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Capital psicológico, pasión por el trabajo y comportamiento innovador: un estudio exploratorio con docentes santafesinos

Salessi¹

2020

RevPsi

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El comportamiento laboral innovador constituye un conjunto de acciones tendientes a la exploración, generación, socialización y realización de ideas novedosas. Sus determinantes contextuales han sido establecidos por la literatura científica. No obstante, sus antecedentes disposicionales continuan siendo objeto de investigación. El objetivo de este estudio fue analizar el efecto directo e indirecto del capital psicológico y la pasión por el trabajo sobre el comportamiento innovador. Se diseñó un estudio empírico cuantitativo transversal. Una muestra de 458 docentes de nivel primario (96.4% mujeres; MEdad= 34.67 años; Mantigüedad= 7.77 años) respondieron medidas estandarizadas de las variables. Análisis de mediación indicaron que la pasión armoniosa media parcialmente el efecto positivo del capital psicológico sobre las cuatro dimensiones del comportamiento innovador. Los resultados iluminan la importancia de desarrollar estados positivos en el trabajo como un medio de favorecer la innovación. Se señalan limitaciones del estudio realizado y líneas para la investigación futura.

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The positive psychology of mentoring: A longitudinal analysis of psychological capital development and performance in a formal mentoring program

Cited by 66 publications

References 92 publications

Intangible assets and organizational citizenship behavior: A conceptual model

Intangible assets and organizational citizenship behavior: A conceptual model

Exploring the lived experiences of mutuality in diverse formal faculty mentoring partnerships through the lens of mentoring schemas

Capital psicológico, pasión por el trabajo y comportamiento innovador: un estudio exploratorio con docentes santafesinos

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