Kumar Exploring Dynamic Mentoring Models in India

1. Auflage 2018
ISBN: 978-3-319-56405-0
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 229 Seiten

Reihe: Progress in Mathematics

This edited collection explores the variations of mentoring in India in comparison to western models, providing rich contextual interpretation and paving the way for a greater understanding of mentoring as a phenomenon. With India having the world's largest youth population, its longstanding mentoring tradition is increasingly being replaced by emerging mentoring models in which younger generations are constantly exposed to both Indian and western influences. Paying particular attention to formal and informal mentoring models, the contributions cover the corporate sector, higher education, the developmental sector and venture capitalist-enabled entrepreneurial mentoring. Offering a uniquely non-western perspective, this innovative study also showcases both mentor and protégé perceptions of mentoring, and will be of great appeal to both practitioners and scholars of leadership.

Payal Kumar is an independent scholar with rich experience in senior leadership positions in both higher education and the corporate sector, including former Registrar and Professor at a North Indian university. Payal has published widely on topics including gender, diversity and leadership. She is the series editor of Palgrave Studies in Leadership and Followership and sits on the editorial board of several reputed journals. The topic of her thesis for the Fellow Management Programme, XLRI, India, was Personality Incongruence in the Mentoring Dyad and Its Impact on the Protégé.

Autoren/Hrsg.

Kumar, Payal

Inhaltsverzeichnis

1;Foreword;5
2;Preface;8
3;Contents;14
4;Contributors;16
5;List of Figures;18
6;List of Tables;19
7;Part I Mentoring the Next Generation;20
8;1 Life Skills Development of Marginalized Youth Through the Peer Mentoring Model;21
8.1;Positive Youth Development;23
8.1.1;Relevance of Life Skills Education;24
8.2;Peer Mentors and Life Skills Development;25
8.3;Peer Education—Theoretical Perspectives;27
8.4;Peer Education Programmes for Marginalized Youth;28
8.4.1;Activities Organized Under the Projects;30
8.4.2;Methodological Concerns for Measuring Programme Impact;31
8.5;Processes Impacting Life Skills Development;35
8.5.1;Similarity of Mentor–Mentee Context;35
8.5.2;Mentor–Mentee Relationship;35
8.5.3;Participatory Engagement;36
8.5.4;External Influencers’ Support;37
8.5.5;Reflective Practices;37
8.6;Resonating Change—Impact of LSE Programmes;38
8.7;Discussion;39
8.8;Conclusion;41
8.9;References;42
9;2 How Mentorship Is Perceived by Corporate Mentors and Student Protégés;47
9.1;Introduction;47
9.2;Corporate Mentoring of Business School Students;49
9.3;The Mentoring Process at IFIM Business School;51
9.3.1;Step 1: Allocation of Faculty Mentors;52
9.3.2;Step 2: Workshop on SOP;52
9.3.3;Step 3: SOP Presentation;53
9.3.4;Step 4: Prospecting for Corporate Mentors;53
9.3.5;Step 5: Orientation to Corporate Mentors and Empanelment;54
9.3.6;Step 6: Allocation of Industry Mentors;55
9.3.7;Defined Goals of IFIM Industry Mentoring;55
9.3.8;Final Mentoring Report and Further Action Points;56
9.4;Mentoring Outcomes;56
9.5;Insights into Participant Perceptions;57
9.6;Conclusion;57
9.7;Appendix 1;62
9.8;References;63
10;3 Mentoring in a Start-up Company with Millennial Recruits;66
10.1;Introduction;66
10.2;Gen YMillennials;67
10.3;Leadership Preferences;68
10.4;Mentoring for Millennials;69
10.5;Mentoring Models;71
10.6;Qualitative Study;71
10.6.1;The Sample;71
10.7;Categories that Emerged from Interviews;72
10.8;Discussion: Interesting Themes to Emerge from Case Study;78
10.9;References;80
11;Part II Exploring Formal and Informal Mentoring Models;83
12;4 Workplace Climate as a Facilitator of Informal Mentoring Relationships: A Protégé’s Perspective;84
12.1;Introduction;84
12.2;Informal Mentoring: Functions, Forms and Antecedents;85
12.3;Protégé Career Levels and Informal Mentoring;86
12.4;Antecedents of Informal Mentoring;87
12.5;Qualitative Study;92
12.6;Discussion;96
12.7;References;99
13;5 Venture Capitalist Enabled Entrepreneurial Mentoring: An Exploratory Study;104
13.1;Introduction: Role of Mentoring in Entrepreneurial Ecosystems;104
13.2;Literature Review;105
13.2.1;Context of Mentoring in India;106
13.2.2;Research Gap and Research Question;107
13.3;Method;107
13.3.1;Data Collection;108
13.3.2;Data Analysis;109
13.4;Within-Case Data Analysis;109
13.4.1;Aavishkaar Fund;109
13.4.2;Villgro Innovations;110
13.4.3;Able Partners;111
13.5;Cross-Case Analysis;112
13.5.1;Antecedents;112
13.5.2;Mentoring Methods;115
13.5.3;Outcomes;117
13.5.4;Moderators;117
13.6;Development of Model and Discussion;118
13.7;Conclusion: Filling the Gap;120
13.8;Future Research;121
13.9;References;121
14;6 What Makes an Effective Mentor: A Cross-Cultural (BRIC) Comparison;123
14.1;Introduction;123
14.2;Countries Similar to India;125
14.3;Mentoring in the Other BRIC Countries;128
14.4;Conclusion;130
14.5;Future Research Opportunities;131
14.6;References;132
15;Part III Case Studies and Perspectives;136
16;7 Empower – Through Trade, not Aid;137
16.1;Introduction;137
16.2;The Birth and Evolution of ISE;140
16.3;The Journey and the Challenges;149
16.4;Mentoring at all Levels;153
16.5;Conclusions;159
16.6;References;163
17;8 Enhancing Self-Awareness: A Case Study on a Collaborative Mentoring Approach;166
17.1;Introduction;166
17.2;Rules Vs. Self-Regulation;167
17.3;Questioning Hierarchy;168
17.4;Building Awareness in an Open Office;170
17.5;Brand Personality as the Organization’s Core;172
17.6;The Brand DNA;173
17.7;Embracing Global Standards and Widening the Bandwidth;174
17.8;“Unleashing You” Through Awareness;175
17.9;Awareness of Knowledge as Power;176
17.10;Contributing Through Volunteerism;177
17.11;Mentoring;178
17.12;Human and Cultural Integration;179
17.13;Spending Time;180
17.14;References;181
18;9 The Art of Mentoring: Ancient Wisdom and Modern Pitfalls;184
18.1;Introduction: Ancient Wisdom and Modern Thought;184
18.1.1;How Mentoring Relationships Evolve;187
18.1.2;‘The Boss’ as Mentor—Examples of Dysfunctional Relationships;188
18.1.3;Finding a Mentor in the Organisation Who Is not Your Boss;191
18.1.4;Mentors Outside the Workplace;193
18.1.5;How Much Honest Feedback Can the Mentor Provide?;194
18.1.6;Ex-Bosses as Mentors;194
18.1.7;Friends as Mentors;195
18.2;Conclusion;196
18.3;References;199
19;10 Social Stigma Stifles Growth: Challenges for an Executive Coach;202
19.1;Let’s Start at the Very Beginning—the Stigma Around Coaching!;202
19.2;What Is Executive Coaching All About?;205
19.2.1;Who Is a Coach?;205
19.2.2;What Services Are Similar to Coaching?;206
19.2.3;What Is Coaching and What Are the Characteristics of a Treasured Coach?;208
19.3;Executive Challenges and the Dire Need for Coaching;210
19.4;What Results Can Coaching Achieve?;217
20;Index;220