Understanding team-level career mentoring by leaders and its effects on individual team-source learning: The effects of intra-group processes

Ethlyn A. Williams, Terri A. Scandura, Mark Gavin

Research output: Contribution to journalArticlepeer-review

24 Scopus citations

Abstract

Team-level career mentoring by supervisors is conceptualized as mentoring that provides career support for all team members. A new model of mentoring and individual team-source learning is presented. Data from 192 individuals in 37 intact work groups in the banking industry were used to examine how intra-group processes might influence the team mentoring process. Team-level leader-member exchange, peer mentoring, and proactive member behavior were examined for their influence on team-level career mentoring by supervisors. Our results suggest that aspects of the team context (represented by mean leader-member exchange and mean peer mentoring) influenced team-level career mentoring. Team-level career mentoring (TCM) had a positive effect on individual team-source learning and had mediating effects on the relationships between the team contextual factors and individual team-source learning. The implications of this research for studying supervisory team-level career mentoring are discussed.

Original languageEnglish (US)
Pages (from-to)1635-1666
Number of pages32
JournalHuman Relations
Volume62
Issue number11
DOIs
StatePublished - Nov 2009

Keywords

  • Career
  • Context
  • Leader
  • Learning
  • Mentor
  • Personnel training/development

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Social Sciences(all)

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