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AHRD Mentoring Partner Program

Resources

Announcement:

We are writing to announce the AHRD Mentoring Program Webinar for Fall, 2020. Please block your calendar for Oct 21, Noon-1 pm, ET for a talk on "Mentoring Diverse Leaders" by Dr. Audrey Murrell.

Audrey J. Murrell, Ph.D.

Audrey J. Murrell conducts research, teaching and consulting that helps organizations better utilize and engage their most important assets – their human and social capital. She is currently Acting Dean for the University of Pittsburgh Honors College, Professor of Business Administration and Senior Research Fellow for the David Berg Center for Ethics and Leadership at the University of Pittsburgh. Previously, she served as the Associate Dean of within the College of Business Administration and as the Director of the David Berg Center for Ethics and Leadership. She received her B.S. from Howard University, magna cum laude and her an M.S. and Ph.D. from the University of Delaware. She is the author of several books including: “Mentoring Dilemmas: Developmental Relationships within Multicultural Organizations” (with Faye Crosby and Robyn Ely); “Intelligent Mentoring: How IBM Creates Value through People, Knowledge and Relationships” (with Sheila Forte-Trummel and Diana Bing); “Mentoring Diverse Leaders: Creating Change for People, Processes and Paradigms” (with Stacy Blake-Beard); and, the recent book entitled, “Diversity Across Disciplines: Research on People, Policy, Process and Paradigm” (with Jennifer Petrie-Wyman and Abdesalam Soudi).

Audrey Murrell has received numerous recognitions including the Mayor’s Citizen Service Award which proclaimed Aug. 12th, “Dr. Audrey Murrell Day” within the city of Pittsburgh. Some of her awards include the Pittsburgh Business Times “Woman of Influence Award”, the SBA Minority Business Champion of the Year award, the University of Pittsburgh Student Choice Award, and the “Women of Distinction” award from the Girls Scouts of Southwestern Pennsylvania. Dean Murrell serves as a consultant in the areas of mentoring, leadership development, and workforce/supplier diversity. Audrey’s community service activities include having served on a number of non-profit and community boards.

If you are an AHRD member, please email Dr. Rajashi Ghosh at rajashi.ghosh@drexel.edu to get the Zoom Room link for this Webinar.

Mentoring Program Group Page

http://www.ahrd.org/group/mentor2018

Webinars

Click HERE to access to Dr. Bierema, Dr. Kram and Dr. Ragin's webinars.

Mentoring Partners

To promote a mutual partnership, AHRD is opting for a relational mentoring model where participating faculty will be mentoring partners to each other (Ragins & Verbos, 2007; Ragins, 2011). In other words, both parties in the mentoring relationship can be mentors and/or mentees depending on their developmental needs. Rotating the mentor/mentee roles between each other will enable them to reciprocate each other's learning.

For example, a junior HRD faculty can be a mentee when he/she is learning from a senior or a mid-career HRD faculty (enacting a mentor's role) about how to publish in HRD journals. The same junior HRD faculty can mentor the mid-career/senior HRD faculty on a new topical area that is gaining traction in HRD research in recent years (e.g., engagement, incivility etc.).

This model emphasizes two-way learning characterizing high-quality developmental relationships and challenges the traditional notion that views mentoring as a top-down hierarchical relationship where one who is relatively senior in the relationship typically assumes the mentor's role (Ghosh, Reio, & Haynes, 2012).

Voluntary Input in Matching

The participating faculty will be allowed to choose their top 3 preferred mentoring partners from the list of all participants in this program. So, for example, if 10 faculty participants have enrolled, each faculty will be asked to choose 3 mentoring partners from the list of 9 participants for themselves.

Each faculty participant will complete a "Mentoring Partner choice Form" where they will need to justify their choice by explaining why their chosen mentoring partners are best suited/prepared to meet their developmental needs and how they are best suited to meet their chosen partners' developmental needs. Developmental needs of all participating faculty will be made available to inform these choices.

Once each participating faculty has indicated their 3 preferred mentoring partners, the Mentoring Program team will facilitate the pairing/matching by ensuring that they are paired with one of their 3 preferred mentoring partners.

Seeking voluntary input into matching/pairing will help to build ownership of the mentoring partnerships among the participants (Allen, Eby, & Lentz, 2006; Hegstad & Wentling, 2004).

Developmental Network Approach

The participating faculty need to remember that the mentoring partnership they will develop in this program will be ONE developmental relationship among many they can establish for their professional and personal growth.

So, this program is not promising to meet all of their developmental needs as it is not possible for one mentoring partner to meet all developmental needs (Dobrow, Chandler, Murphy, & Kram, 2012; Higgins & Kram, 2001).

It is to provide an “in-discipline” resource that helps each support the development needs of each partner. Each faculty will be encouraged to consider their mentoring partnership as a valuable resource in their developmental network which will include other developmental relationships inside or outside the AHRD.


References

  1. Allen, T. D., Eby, L. T., & Lentz, E. (2006). The relationship between formal mentoring program characteristics and perceived program effectiveness. Personnel Psychology, 59(1), 125-153.
  2. Dobrow, S. R., Chandler, D. E., Murphy, W. M., & Kram, K. E. (2012). A review of developmental networks incorporating a mutuality perspective. Journal of Management, 38(1), 210-242.
  3. Ghosh, R., Reio, T. G., & Haynes, R. K. (2012). Mentoring and organizational citizenship behavior: Estimating the mediating effects of organization‐based self‐esteem and affective commitment. Human Resource Development Quarterly, 23(1), 41-63.
  4. Hegstad, C. D., & Wentling, R. M. (2004). The development and maintenance of exemplary formal mentoring programs in Fortune 500 companies. Human Resource Development Quarterly, 15(4), 421-448.
  5. Higgins, M. C., & Kram, K. E. (2001). Reconceptualizing mentoring at work: A developmental network perspective. Academy of Management Review, 26(2), 264-288.
  6. Ragins, B. R. (2011). Relational mentoring: A positive approach to mentoring at work. The handbook of positive organizational scholarship, 519-536.
  7. Ragins, B. R., & Verbos, A. K. (2007). Positive relationships in action: Relational mentoring and mentoring schemas in the workplace. Exploring positive relationships at work: Building a theoretical and research foundation, 91-116.

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