Expanding Leadership Diversity Through Formal Mentoring...

Olson, D. A., Jackson, D. (2009). Expanding leadership diversity through formal mentoring programs. Journal of Leadership Studies, 3(1), 47-60. To attract and retain people, it is essential that organizations design and successfully implement pro- grams and processes that develop people and nurture their talents. For those who aspire to a leader- ship role, the opportunity to engage in mentoring relationships with senior-level leaders is a powerful way to accelerate growth. In the majority of informal mentoring relationships, mentors and protà ©gà ©s share similar racial, gender, and cultural backgrounds. Senior leaders in most large organizations are still primarily white males. As a result, it can be difficult for people from diverse†¦show more content†¦It provides a critical analysis of the contribution of these mentoring programs to the profession, and especially to the cohort of new professionals who have been actively involved in the programs. Outcomes with regard to the professional socialisation of new graduates are reported following research into the influence of the WA Group Mentoring Program. It discusses the growth of how mentoring programs evolved and contribute to the workplace. In the paper it would discuss the mentoring programs taking place within other parts of the world. Selwa, L. M. (2003). Lessons in mentoring. Experimental Neurology, 184, 42-47. Mentoring is an essential catalyst for a successful medical career in science or clinical practice. In recent years, tools have been developed to measure the impact of mentoring on career achievements, and numerous models have been developed to improve mentor training. Sid Gilman, M.D., F.R.C.P., Chair of Neurology for 26 years at the University of Michigan, is well recognized as a role model for mentors in neurology across the country. We report the result of a survey of his former trainees on the valuable aspects of his mentoring style. A review of the current mentoring literature, including suggested training programs for mentors, is also provided. The tools discussed on how mentoring programs improve achievements and training. In the paper, it would view mentoring programs within the medical field andShow MoreRelatedMentoring Programs And Its Effect On Worker Performance2987 Words   |  12 Pages Mentoring programs’ goals include increasing employee knowledge or skills, outcomes for training and development, and organizational development (Horvath, Wasko, Bradley, 2008). Mentoring programs are a useful tool in obtaining organizational attraction and employee retention. Alamo Osteopathic is a private, family practice organization who has never implemented a formal training program. The following paper addresses all major components of a qualitative study for the organizational opportunityRead MoreBuilding an Innovative Workplace –New Strategies in Gen Y Recruitment1457 Words   |  6 Pagescutting-edge recruitment processes to create this report. This study is unique in that it examined current practices and theory across functional areas, including HR, Diversity, Recruitment, Social Med ia and Global Human Rights. Table of Contents 1. Recruitment Strategy – Networked Approach 2. Implementation – Three Steps in Global Diversity Recruitment 3. How to Tailor Recruitment for Gen Y Audience 4. JBC Recommendations for ERG Collaboration 5. Case Study: Ernst Young’s Global Approach to TalentRead MoreCase Analysis3971 Words   |  16 PagesASSIGNMENT ARE: FIRSTLY, IDENTIFY THE MANAGEMENT AND LEADERSHIP STYLES OF COMPANY AND FIND THE IMPACT OF THESE STYLES ON COMPANY’S STRATEGIC DECISIONS. 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FoundationRead MoreEssay on Mount Cedar Technologies10813 Words   |  44 PagesEffective and Motivating Techniques†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦........†¦9 Chapter Four: Building a Training and Diversity Program†¦..†¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.......†¦.15 Chapter Five: Organization Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....†¦........†¦22 Chapter Six: Communication Effectiveness†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.........25 Chapter Seven: Quality of Decision Making†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦..........27 Chapter Eight: Leadership†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦............30 Chapter Nine: Employee Empowerment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....Read MoreThe Jet Propulsion Laboratory ( Jpl )1526 Words   |  7 Pagesimportant that these issues are resolved in order to push towards positive changes in the organization that will benefit everyone including stakeholders. 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