Mentoring and Transformational Leadership: The Role of Supervisory Career Mentoring.

By T. Scandura, E. Williams. 2004

300 citations recorded by the source corpus.

Subfields: Clinical Psychology, Education, Social Psychology

View Paper: https://www.semanticscholar.org/paper/526058df6839bc5483b8d37d3824ba1dda50918a

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In Clinical Psychology

In Education

In Social Psychology

Citations in the corpus

Supervisory mentoring and employee affective commitment and turnover: the critical role of contextual factors (2017, background): “…supervisory mentoring) is particularly beneficial with research suggesting that its influence on job outcomes (e.g., commitment, job satisfaction, and turnover intention) is stronger than that of other forms of mentoring (Payne & Huffman, 2005; Raabe & Beehr, 2003; Scandura & Williams, 2004).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “The ensuing social tie has been described as a mentoring relationship (Scandura and Williams, 2004) in which the leader acts as a coach and invests in the employee’s career success (Wei et al., 2010).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, background): “Leadership styles, in particular, transformational leadership, have been considered in relation to HRD functions (Gong, Huang, and Farh 2009; Scandura and Williams 2004), highlighting the importance of leaders in employee learning and development.”
Examining career-related mentoring and managerial performance across cultures: A multilevel analysis☆ (2008, background): “Mentoring research has shown that protégés receive substantial benefits including higher job performance ratings (Scandura & Williams, 2004).”
Leader-member exchange, work engagement, and job performance (2015, background): “This relationship has also been described as a mentoring relationship (Scandura and Williams, 2004), in which the leader acts as a coach and invests in the career success of the employee (Sosik and Godshalk, 2000).”
Servant leadership versus transformational leadership in voluntary service organizations (2011, background): “Vision and inspiration activate a transformation process within the follower ( Scandura and Williams, 2004”