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Creating developmental relationships: Roles and strategies

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References

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1988AN INVESTIGATION OF THE DETERMINANTS OF SUCCESSFUL ASSIGNED MENTORING RELATIONSHIPS1,240 cited
1992FORMAL AND INFORMAL MENTORSHIPS: A COMPARISON ON MENTORING FUNCTIONS AND CONTRAST WITH NONMENTORED COUNTERPARTS1,073 cited
1994Assessing the developmental components of managerial jobs.602 cited
1988Effective Teaching and Mentoring397 cited
1992Career Development: Theory and Practice179 cited

Cited by

2001Reconceptualizing Mentoring at Work: A Developmental Network Perspective1,777 cited
1993Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace1,243 cited
2003What’s in a Name? A Literature-Based Approach to Understanding Mentoring, Coaching, and Other Constructs That Describe Developmental Interactions294 cited
2013Why does formal mentoring matter? The mediating role of psychological safety and the moderating role of power distance orientation in the Chinese context138 cited
2013

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Effect of Reverse Mentoring on Traditional Mentoring Functions

68 cited

2008Mentoring as a learning tool: enhancing the effectiveness of an undergraduate business mentoring program61 cited

2006Reconceptualizing Developmental Relationships51 cited

2010Developmental Interactions for Business Students: Do They Make a Difference?47 cited

2017Mentoring Top Leadership Promotes Organizational Innovativeness through Psychological Safety and Is Moderated by Cognitive Adaptability45 cited

2005Whose Best Interests Are Served? The Distinction Between Mentoring and Support44 cited

2021Host country nationals' interaction adjustment as a social exchange: A theoretical model25 cited

2009An exploration of theories of action in leadership development: a case study9 cited

2008The impact of developmental relationships on the learning of practice competence for new graduates8 cited

2022The Power of Embedded Developmental Relationships: Examining Interdependencies Among Informal Learning, Developmental Coaching Relationships, and Organizational Culture6 cited

2010The Process of Change in Leadership Development: Using 360-degree Feedback to Study the Roles of Reflection, Planning, and Support3 cited