Protégé--Mentor Agreement about the Provision of Psychosocial Support: The Mentoring Relationship, Personality, and Workload

By L. Waters. 2004

110 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2e7d3663656cc017c8f8cd7605000d48b04d6f81

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. K. Kram
2. L. Eby
3. Tammy D. Allen
4. Dawn Chandler
5. Jeffrey Yip
6. Sarah Evans
7. Tariq Iqbal Khan
8. Brian J. Hoffman

In Organizational Behavior and Human Resource Management

1. L. Eby
2. Tariq Iqbal Khan
3. Rudsada Kaewsaeng‐on
4. Tammy D. Allen
5. K. Kram
6. Brian J. Hoffman
7. Jeffrey Yip
8. Lisa E. Baranik

In Social Psychology

1. Dawn Chandler
2. K. Kram
3. L. Eby
4. Tammy D. Allen
5. Jeffrey Yip
6. Sarah Evans
7. Tariq Iqbal Khan
8. Brian J. Hoffman

Citations in the corpus

• An Ecological Systems Perspective on Mentoring at Work: A Review and Future Prospects (2011, background): “A few more recent studies have explored protégé–mentor agreement and congruence of perceptions of frequency of communication and developmental support (Fagenson-Eland, Baugh, & Lankau, 2005; Godshalk & Sosik, 2000; Sosik & Godshalk, 2004; Waters, 2004).”
• Impact of Stressors on Employee Performance: Moderating Role of Big Five Traits (2015, background): “According to (Waters, 2004) workload also effect the different characteristics of mentorship i.”
• An interdisciplinary meta-analysis of the potential antecedents, correlates, and consequences of protégé perceptions of mentoring. (2013, background): “This is because research has found that mentor and protégé reports are not highly correlated; they appear to tap distinct phenomena (Ensher & Murphy, 1997; Fagenson-Eland, Baugh, & Lankau, 2005; Waters, 2004).”
• Informal Mentoring at Work: A Review and Suggestions for Future Research (2016, unknown): “relationship length (Waters 2004), loyalty (Raabe and Beehr 2003), frequency of meetings (Waters 2004) and contact time with the mentoring partner (Lankau et al.”
• IMPACT OF WORKLOAD ON INNOVATIVE PERFORMANCE: MODERATING ROLE OF EXTROVERT (2019, background): “One study on mentors concluded that workload affects different characteristics of mentorship i.e. experience and structural (Waters, 2004) and people are not willing to become a mentor because of high workload and extraordinary time demand (Allen, Poteet, & Burroughs, 1997, Allen, Poteet, Russell,…”