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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

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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

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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.

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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

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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

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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.

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Darlene Young

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.

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Ang Chen

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

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Jacqueline L. Beres and Jess C. Dixon

Mentoring has typically been studied in business environments, with fewer studies focusing on academic contexts and even fewer in the field of sport management. This study examined the mentoring relationships, and specifically the mentoring functions that occurred among sport management doctoral dissertation advisors (mentors) and their doctoral students (protégés). Semistructured telephone interviews were conducted with 13 individuals. Participants collectively described examples of all of Kram’s (1988) mentoring functions, with coaching, counseling, and exposure and visibility cited most frequently. Fewer instances of protection and direct sponsorship were mentioned, although there was evidence of considerable indirect sponsorship. Protégés provided more examples of role modeling as compared with their mentors, and the entire process of completing a doctoral degree can be viewed as a challenging assignment. A discussion of these findings within the context of the relevant previous academic literature and suggestions for future research are also provided.

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Glenna G. Bower

Women continue to be underrepresented in leadership positions within sport. As the number of women entering sport increases, a growing number of professionals recognize the inherent benefits of the mentoring relationship across a range of professional settings including sport (Bower, Hums, & Keedy, 2006; Grappendorf, Burton, & Lilienthal, 2007). Unfortunately, mentors are not always a viable option for women wanting to advance within leadership positions in sport. A primary reason for limited opportunities is the shortage of female in leadership positions within sport organizations creating a dearth of potential female mentors (Weaver & Chelladurai, 2002). Therefore, this paper explored the dynamics of the mentoring relationship between one professional organization (NAGWS) and potential career outcomes for women in sport. Specifically, how does NAGWS use group mentoring initiatives for girls and women in sport which may lead to potential advancement opportunities?’