Mentor networks and career success: Lessons for turbulent times

By Suzanne C de Janasz, S. Sullivan, Vicki R. Whiting. 2003

237 citations recorded by the source corpus.

Subfields: Clinical Psychology, Education, Social Psychology

View Paper: https://www.semanticscholar.org/paper/715e281d5df19cbe621da2a13fd50cdbf43ba98e

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In Clinical Psychology

In Education

In Social Psychology

Citations in the corpus

The relationship of social support to the work‐family balance and work outcomes of midlife women (2007, background): “Previous studies have focused on social support from either the work or family domain; however, as boundaries between work and home decrease ( de Janasz et al. , 2003”
Contemporary career orientations and career self-management: A review and integration (2021, background): “De Janasz et al. (2003) Academy of Management Executive 114 Qualitative Based upon qualitative interviews, the paper examines how executives use networking and mentoring relationships across organizational boundaries to direct their careers.”
Developmental networks and professional identity: a longitudinal study (2005, background): “Multiple mentoring relationships can occur across hierarchical levels, including superiors, peers, and subordinates, as well as within and outside of the organizational context ( de Janasz et al., 2003; Higgins and Kram, 2001; Higgins and Thomas, 2001).”
Developmental networks and learning: toward an interdisciplinary perspective on identity development during doctoral study (2010, background): “Some argue that the choice of relationships is more important than sheer number: ‘It is not enough just to increase the size of the mentoring network; it is important to conduct a careful analysis of what competencies you wish to build and find the best resources for development’ (de Janasz, Sulliva”
“There's magic in the web”: e‐mentoring for women's career development (2005, background): “Recent research argues that multiple mentors are needed to help proteges to negotiate the complex world of organisational change and “turbulent business environments” ( de Janasz et al. , 2003, p. 79”
Mentoring circles in higher education (2009, background): “Some (de Janasz, Sullivan, & Whiting, 2003 ) conclude that traditional mentoring programs limit participants to one person’s point of view and that aspiring academics and managers must make use of an intelligent network of multiple mentors in order to succeed in today’s rapidly changing work enviro”
Integrating leadership development and succession planning best practices (2007, result): “The practice of managers developing a network of mentors rather than traditional one-on-one mentoring is consistent with recent research suggesting that mentor networks are critical to managerial career success in today's organizations and that having multiple mentors is strongly correlated with hig”
A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective (2005, unknown): “De Janasz et al. (2003) argued that turbulence”
A comparison of face-to-face and electronic peer-mentoring: Interactions with mentor gender (2008, background): “Although, traditionally, mentors were thought to be hierarchically-senior (2–3 levels) to the prote ´ge ´, more recently it has been recognized that mentoring can and does take place among junior and senior peers (e.g., Allen, McManus, & Russell, 1999; Allen, Russell, & Maetzke, 1997; de Janascz, S”