An Investigation of Personal Learning in Mentoring Relationships: Content, Antecedents, and Consequences

By Melenie J. Lankau, T. Scandura. 2002

740 citations recorded by the source corpus.

Subfields: Clinical Psychology, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3884d0664543dcddc35e86fdf1849ec8b8f2912c

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Citations in the corpus

The Contaminating Effects of Building Instrumental Ties (2014, background): “…organizational boundaries (internal networking) or beyond them (external networking) can increase members’ exposure and personal learning, which may in turn enhance their understanding of organizational practices, promote skill development, and provide role clarity (Lankau and Scandura, 2002).”
Political Skill in Organizations (2007, background): “Furthermore, it has been found that mentoring relationships are associated with individual learning and that good mentors increase such individual learning, which relates to both the work content and interpersonal competencies (e.g., political skill; Lankau & Scandura, 2002).”
Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective (2004, positive): “…form based on mutual learning and development orientations; those include theories of mentoring functions (Kram, 1985), personal learning (Lankau & Scandura, 2002), human development (Levinson, Darrow, Klein, Levinson, & McKee, 1978), social support or helping (McManus & Russell, 1997),…”
The impact of locus of control on job stress, job performance and job satisfaction in Taiwan (2008, background): “They include organizational reward systems, factors such as power distribution and centralization, and individual differences such as self esteem and the need for achievement ( Lankau and Scandura, 2002”
The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? (2008, background): “It could also be that these individuals have less confi- dence, because they lack the advantages of communication tools that enhance networking essential to making a move (Lankau & Scandura, 2002).”
Mentoring Relationships From the Perspective of the Mentor (2007, background): “Lankau and Scandura (2002) developed a measure that assesses learning for proteges.”
Listen to Your Heart? Calling and Receptivity to Career Advice (2012, background): “…including high levels of career-related self-efficacy (Higgins, Dobrow, & Chandler, 2008), greater optimism (Higgins, Dobrow, & Roloff, 2010), personal learning at work (Lankau & Scandura, 2002), work satisfaction, and intentions to remain in one’s job (Higgins, 2000; Higgins & Thomas, 2001).”
The relationship of mentoring and network resources with career success in the Chinese organizational environment (2006, background): “In particular, Ragins et al. (2000) and Lankau and Scandura (2002) found that 48.2 per cent and 52.7 per cent, respectively, of their American participants reported being involved in an informal relationship with a mentor.”
Integrating leadership development and succession planning best practices (2007, background): “…Advising/developmental relationship with a more senior manager; both formal and informal mentoring relationships Chao et al. (1992), Dwyer (2003), Lankua and Scandura (2002), Ragins and Cotton (1999) Networks Developing connections with other managers in different functions, workgroups, or…”
Construct Equivalence across Groups: An Unexplored Issue in Mentoring Research (2005, background): “Research on mentoring in organizations has indicated an array of positive outcomes, such as increased job performance, promotions, salary, job satisfaction, and reduced stress and turnover (Baugh, Lankau, & Scandura, 1996; Dreher & Ash, 1990; Lankau & Scandura, 2002; Scandura, 1992).”