Manager-Team (Dis)agreement on Stress-Preventive Behaviours: Relationship with Psychosocial Work Environment and Employees' Well-Being

The "Management Competencies to Prevent and Reduce Stress at Work" (MCPARS) approach focuses on identifying the stress-preventive managers' competencies able to optimise the employees' well-being through the management of the psychosocial work environment. Considering leadership as contextualised in complex social dynamics, the self-other agreement (SOA) investigation of the MCPARS may enhance previous findings, as it allows for exploring the manager-team perceptions' (dis)agreement and its potential implications. However, no studies have tested the MCPARS using the SOA and multisource data. Grounded in Yammarino and Atwater's SOA reference theory, we conducted an in-depth investigation on the MCPARS's theoretical framework by examining the implications of manager-team (dis)agreement, regarding managers' competencies, on employees' psychosocial environment (H1-H2) and affective well-being (H3). Data from 36 managers and 475 employees were analysed by performing several polynomial regressions, response surface, and mediation analyses. The results reveal a significant relationship between SOA on MCPARS and employees' perceptions of the psychosocial environment (H1). Employees report better perceptions when supervised by in-agreement good or under-estimator managers, while lower ratings occur under over-estimator or in-agreement poor managers (H2). Moreover, the psychosocial environment significantly mediated the relationship between SOA on MCPARS and employees' well-being (H3). The MCPARS theoretical model's soundness is supported, and its implications are discussed.

An assessment tool for evaluating the National Institute of General Medical Sciences COBRE and INBRE mentoring programs

The National Institute of General Medical Sciences (NIGMS) mandates that its Centers of Biomedical Research Excellence (COBRE) and Institutional Development Award Networks of Biomedical Research Excellence (INBRE) institute formal mentoring programs to promote the core program objective of junior investigator development. Despite this NIGMS requirement, and the many career-related benefits associated with mentoring, few tools exist for purposes of rigorously evaluating COBRE and INBRE mentoring programs. The purpose of this project was to develop a mentoring assessment tool to aid in the evaluation of COBRE and INBRE mentoring programs. In study 1, a list of items comprising the tool was created via a multiphase item generation process based on input received from subject matter experts within the Cognitive and Neurobiological Approaches to Plasticity Center. In study 2, feedback about this tool was solicited from 78 grant directors, mentees, and mentors representing 21 unique COBRE programs and 8 unique INBRE programs from across the United States. The results provide initial evidence that this tool possesses suitable psychometric properties, is a flexible instrument with many potential uses, and represents a valuable resource for helping evaluate COBRE and INBRE mentoring programs. Having a tool for evaluating mentoring can help promote the grant success and career development of junior investigators in COBRE and INBRE programs and help program directors develop more sustainable research centers.

The Psychology of Workplace Mentoring Relationships

Workplace mentoring relationships have been advanced as critical to employee development. However, mentoring research has tended to find small to moderate effects of mentoring on protégé and mentor outcomes and considerable heterogeneity in effect sizes. These findings underscore the need to better understand the psychology of mentoring relationships in order to maximize the benefits of mentoring for mentors, protégés, and organizations. In this article, after briefly reviewing established research on workplace mentoring relationships, we introduce five relationship science theories from outside organizational psychology and organizational behavior that provide new insight into the psychology of workplace mentoring: attachment theory, interdependence theory, self-expansion theory, Rhodes’ model of formal youth mentoring, and the working alliance. We then discuss several unique features of workplace mentoring that should be considered when applying these relationship science theories and introduce provocative ideas for future research. We conclude by discussing practical implications for mentors, protégés, and organizations.

The Relationship Between Self—Other Rating Agreement and Influence Tactics and Organizational Processes

This study examined the extent to which subordinates' perceptions of soft (i.e., consultation, ingratiation, inspirational appeals), hard (i.e., legitimating, pressure, exchange), and rational persuasion influence tactics were associated with the self-awareness of 144 Israeli telecommunications managers. Self-awareness was operationalized by categorizing managers as overestimators, underestimators, in-agreement/poor or in agreement/good based on the difference between the manager's and his or her subordinates' rating of the manager's charismatic leadership (Atwater & Yammarino, 1997). Results indicated that underestimators tended to use more rational persuasion than overestimators and in-agreement/poor managers. Overestimators tended to use fewer soft tactics than underestimators and in-agreement/good managers. In-agreement/ good managers tended to use more exchange tactics and outperformed overestimators and in-agreement/poor managers in championing a climate of innovation and quality. The practical implications of these results are discussed.

Who is your ideal mentor? An exploratory study of mentor prototypes

Purpose

– One of the main aspects of a mentoring relationship involves the expectations that mentees have of an ideal mentor. However, the traits that mentees envision in an ideal mentor are unclear. The purpose of this paper is to present series of studies examined mentees’ ideas about their ideal mentor’s physical characteristics and mentoring functions. The authors also examined gender and racial (white/nonwhite) differences in ideal mentor preferences.

Design/methodology/approach

– The two studies examined what mentees envision when they picture their ideal mentor, and whether the ideal mentor prototypes varied by participants’ ethnicity and gender. Study 2 further examined mentees’ ideal mentor characteristics in a forced choice ranking scale and the ideal mentor scale (Rose, 2003).

Findings

– When asked to describe their ideal mentor’s appearance, participants provided detailed descriptions of the ideal mentor’s features. They also emphasized mentoring characteristics and behaviors, such as guidance. Participants’ preferences for their ideal mentor’s gender and race varied by the question format (open-ended description vs scale).When asked to envision their ideal mentor (Study 2), participants emphasized guidance, interpersonal warmth, and ethical integrity. Other mentoring characteristics and behaviors emerged in the content coding framework. Prototypes of the ideal mentors varied based on ethnicity and gender, but also on how the question was presented.

Originality/value

– These findings suggest that the ideal mentor prototype involves guidance, understanding, and role modeling ethical values. Like other organizational roles (i.e. leaders), awareness of these traits informs how employees view mentors and what they expect from mentoring relationships. Facilitators of mentoring programs can consider the ideal mentor prototype during the matching process and the initial stages of the mentoring relationship.

Untangling Protégé Self-Reports of Mentoring Functions

In the current study, we sought to further our understanding of the relations between various types of protégé-reported mentoring functions (psychosocial and career support and role modeling [RM]) by conducting a meta-analysis. We examined the relationships among these functions and investigated their relationships with expected mentorship outcomes. There is still a great deal left for us to understand regarding how these functions relate to outcomes and what these relationships mean. We expanded upon previous meta-analyses in the following ways: We included RM functions in addition to psychosocial and career support functions, corrected for unreliability of the function scales in addition to sampling error, and examined the relations of these functions with one another. Results show that all the mentoring functions were related to outcomes, with RM being the strongest predictor. Finally, we identified and conceptually analyzed numerous moderators of these relations.

Attachment Style and Individual Differences in Leadership Perceptions and Emergence

The authors examined whether individuals' approaches to relationships, expressed in terms of attachment styles, was related to how they viewed ideal leadership and to their degree of tendency to emerge as team leaders. Specifically, the authors hypothesized that attachment styles, or cognitive representations of orientation to others, would explain individual differences in leadership perceptions and emergence. Participants were 127 American students in college teams. The authors found that securely attached individuals (n = 81) perceived themselves as more effective team members than did insecurely attached individuals (n = 46) and that fellow team members saw securely attached team members as emerging team leaders significantly more often than they did insecurely attached team members.