-reflection, interactions with peer coaches, communities of practice, and mentoring ( Cushion, Armour, & Jones, 2003 ; He, Trudel, & Culver, 2018 ). In particular, mentoring is defined by the pillars of trust and respect ( Bloom, 2013 ), and is often cited as an effective means of acquiring knowledge and facilitating
Matthew A. Grant, Gordon A. Bloom and Jordan S. Lefebvre
Thomas M. Leeder, Kate Russell and Lee C. Beaumont
situ ( Cushion, 2015 ). One method which may help to achieve this is mentoring, through enhancing critical thought and encouraging coaches to reflect upon the experiences and interactions they encounter. Mentoring has been heavily advocated within coaching as a means to harness the influential power of
Matt Hoffmann, Todd Loughead and Jeffrey Caron
Mentoring is a process whereby a more experienced mentor supports a less experienced protégé, with the purpose of assisting the protégé as he or she progresses through his or her career ( Ragins, 2016 ; Weaver & Chelladurai, 1999 ). Mentoring relationships can emerge spontaneously or they can
Darren D. Kelly and Marlene A. Dixon
Despite excellent performance on the field and years of academic and social attention, National Collegiate Athletic Association (NCAA) Division I African American male student-athletes continue to struggle to have an optimal and well-rounded college experience at predominantly White institutions of higher education. In particular, the first 2 years of college represent a difficult period during which this group would benefit from new ideas to support their multiple transitions. Mentoring, and more specifically constellation mentoring, provides great promise for aiding in the transition and success of this group (Kram, 1985). Mentoring, like other organizational transition management tools, focuses on helping people navigate a transition into a new setting (Noe, Hollenbeck, Gerhart, & Wright, 2010). However, constellation mentoring can be simultaneously broad (in terms of range of needs addressed) and specifically tailored to individual needs. This study seeks to establish a framework for how mentoring may provide a valuable tool for addressing the needs of African American male student-athletes as they transition into the college sport, social, and academic atmosphere.
Duane Knudson, Ting Liu, Dan Schmidt and Heather Van Mullem
formal or informal mentoring by the department chair and senior faculty in research, teaching, and service ( Barrett, Mazerolle, & Rizzo, 2019 ; Olmstead, 1993 ). Mentoring programs for new non-tenure-line faculty may also be important; however, this article focuses solely on new tenure-track faculty
Pierre Lepage, Gordon A. Bloom and William R. Falcão
rely on informal learning opportunities to acquire their knowledge, such as trial and error, reflections, or mentoring ( Cregan, Bloom, & Reid, 2007 ; Fairhurst et al., 2017 ; Tawse, Bloom, Sabiston, & Reid, 2012 ; Taylor, Werthner, Culver, & Callary, 2015 ; Walker, Thomas, & Driska, 2018 ). First
Amy Baker, Mary A. Hums, Yoseph Mamo and Damon P.S. Andrew
The importance of mentoring on the development of individual careers is often noted in various disciplines, particularly the business literature ( Chao, 1997 ; Fagenson-Eland, Marks, & Amendola, 1997 ; Ragins & Cotton, 1991 ; Raymond & Kannan, 2014 ; Young & Perrewé, 2004 ). Although the
Margie A. Weaver and Packianathan Chelladurai
Associate/Assistant athletic administrators from Division I (139 males, 123 females) and Division III (130 males, 123 females) universities of the NCAA responded to a questionnaire consisting of (a) items eliciting background information, (b) perceived and preferred mentoring functions measured by the Mentor Role Instrument (Ragins & McFarlin, 1990), (c) perceived barriers to mentoring measured by Perceived Barriers Scale (Ragins & Cotton, 1991), and a scale of satisfaction developed for the study. Factor analysis yielded three facets of satisfaction: Work Group, Extrinsic Rewards, and Intrinsic Rewards. The results of MÁNOVA showed that an equal proportion of males and females had experienced mentoring relationships, and mentored individuals were more satisfied with work than their non-mentored counterparts. Respondents from Division I received significantly higher salaries, and they were more satisfied with their extrinsic rewards than the respondents from Division III. Finally, correlational analyses showed positive but weak relationships between mentoring functions and the satisfaction facets.
The purpose of the study was to identify and analyze mentoring and networking among selected male and female administrators employed by National Collegiate Athletic Association (NCAA) institutions. A random sample of 263 NCAA administrators (106 males, 157 females) participated in the study. Data were collected through a mail questionnaire and a follow-up interview, both developed by the researcher. Results indicate that NCAA administrators have mentoring relationships and participate actively in networking. The mentoring relationships and the networking utilized by these administrators included both formal and informal involvement. The results indicate that NCAA administrators perceive that having a mentor and actively networking assists in an individual’s personal and professional development.
I worked with Cathy for 28 years. She was my mentor of doctoral studies and my colleague at the University of Maryland–College Park and University of North Carolina at Greensboro (UNCG). I can attest that all of her students share the same sentiment: Cathy has changed our lives for the good. As one