Journal articles on the topic 'Organisational career mentoring'

Purpose The purpose of this study is to examine the role of organisational conditions and workplace characteristics in midcareer and senior employees’ intention to volitionally provide career support to junior organisational members, their protégés. Design/methodology/approach Hypotheses are tested using multilevel linear modelling on a heterogeneous sample of Dutch employees ages 29 to 69 who participated in a vignette study in the autumn of 2017. Findings In line with the hypotheses, the findings of this study show that volitional (informal) mentoring is positively related to an organisation’s endorsement of intrinsic values (e.g. learning opportunities) and negatively to the presence of hindrance demands (e.g. time pressure). Practical implications Practitioners could facilitate co-mentor consultation, employ autonomy-supportive direct supervisors and fulfil psychological contract obligations by providing job security and learning opportunities. Organisations could also lower time pressures through job carving. Originality/value This study extends extant mentoring research by combining insights from perceived organisational support (POS) and self-determination theory (SDT) to examine the role organisational conditions and workplace characteristics play in aiding or hindering volitional mentoring. It enriches extant knowledge management studies on the link between organisational aspects and (intended) knowledge sharing behaviour by showing that similar organisational motivators predict volitional mentoring, thereby launching a call to study knowledge management through volitional mentoring using a SDT- and POS-based lens. A methodological novelty is the reliance on a vignette study.

Women's career advancement has still been a topic of interest in Sub-Sahara Africa. To meet women's professional development requirements and remain competitive, organisations must pay attention to what makes them thrive. Career development involves a series of stages that occur over time, characterised by diverse concerns, themes, and tasks. There is, therefore, the need to document efforts to develop women managers and professionals and get a better understanding of the factors that positively influence women's progress in organisations. This paper reviewed the socioeconomic factors that influence women's career advancement by analysing existing literature to identify factors that facilitate or hinder the advancement of women’s careers. These factors, including stereotyping, biases, preference for family and work-life balance, male-dominant cultures in firms, the glass ceiling effect, lack of training and development opportunities, and their exclusion from networking, are significant impediments to career advancement claimed by women. Other factors such as organisational and government policies, supportive work environment, top management commitment, organisational support system, mentoring, networking, training and development, and organisational culture contribute to women's career advancement. In addition, interventions such as women-specific counselling sessions are held to address work-life balance. Interventions that would contribute to women-specific career advance theories were also identified. The critical issues that emerge from the review about hurdles to women's career advancement and variables that promote their advancement have been highlighted in this study. It is clear that many women who advance to senior positions acknowledge the obstacles posed by attitudes, and stereotypes and tactics have to be put in place to overcome them.

Purpose – Using the lens of mentoring theory the authors test the extent to which public buyers informally support suppliers and the influence of organisational context on mentoring support. The paper aims to discuss these issues. Design/methodology/approach – Principal component analysis was used to analyse questionnaire responses from over 300 public buyers in Ireland. Cluster analysis produced three mentor profiles. Findings – The findings show a positive relationship between organisations that take a strategic approach to suppliers and buyers who offer career and psychosocial support to suppliers. However, those organisations that lack a strategic perspective of suppliers saw buyers offer political support and coaching. Research limitations/implications – The implications are that coaching and political support may compensate for deficits in organisational support for suppliers generally. The findings contribute to a growing literature on informal interaction opportunities in public procurement. Originality/value – To date research of supplier development is limited to formal developmental activities and in the context of private sector buyer-supplier relationships.

Purpose The purpose of this study is to contrast how the relationship between career and leadership development and workplace culture is experienced by women in two different countries and the implications this has for human resource development initiatives. Design/methodology/approach The study used a qualitative narrative research design to understand how the lived experiences of Australian and Vietnamese early- to mid-career female academics is engendered. Findings The study identified a number of key barriers and enablers that affected women’s career and leadership development. For the Australian participants, the main barrier included the competing demands of work and life and male dominated organisational cultures that discriminate against women in covert ways. The main enabler was mentoring and the building of professional networks that provided their careers with direction and support. For the Vietnamese participants, the main barriers were overt and included male-dominated organisational and societal cultures that limit their career and leadership development opportunities. The main enabler was having a sponsor or person with power in their respective organisation who would be willing to support their career advancement and gaining recognition from colleagues and peers. Research limitations/implications Gaining a deeper understanding of the barriers and enablers that effect women’s career and leadership development can be used to investigate how culturally appropriate developmental relationships can create ways to overcome the barriers they experience. Originality/value The study analysed the contrasting experiences of barriers and enablers from two cultures. The participants narrated stories that reflected on the gender politics they experienced in their career and leadership development. The narrative comparisons provide a unique lens to analyse the complex cultural experience of gender and work with potential implications for human resource development.

ObjectivesIt is known that women are under-represented in senior positions within the health and medical research sector. The Franklin Women Mentoring Programme (Programme) is a professionally facilitated, cross-organisational initiative designed to support career development for mid-career women. The objective of this study was to evaluate Programme outcomes reported by participants 12 months following its formal conclusion.DesignExplanatory sequential mixed-methods study design using a cross-sectional survey and semi-structured interviews.SettingHealth and medical research institutes in Sydney, Australia.ParticipantsHealth and medical researchers from the 2018 Programme.Primary and secondary outcome measuresChanges in knowledge, skills, behaviours and research metrics directly attributed to Programme participation.ResultsA total of 50 mentors and mentees participated in the cross-sectional survey (68% of the total cohort) and 14 mentors and mentees participated in the interviews. All reported changes to their knowledge, skills, behaviours and research metrics which were directly attributed to participation in the Programme. This included changes in knowledge and skills to be more inclusive (96% mentees, 83% mentors), resilience (88% mentees, 67% mentors), ability to have difficult workplace conversations (88% mentees, 71% mentors) and improvements in supervisory and team management (82% mentees, 75% mentors) skills. Positive impacts on promotions and grant opportunities were also reported. All evaluation participants believed this Programme was a worthwhile initiative for their workplaces to invest in.ConclusionParticipation in this cross-organisational, professionally facilitated, structured mentoring programme has led to positive outcomes for mentees, as well as mentors. Reported outcomes indicate the Programme is meeting its aims to support the career development of mid-career women in health and medical research, while facilitating a more inclusive workforce.

New teachers have to cope with many issues in the initial phase which discourage them and persuade them to abandon their teaching profession. To transition themselves from a student- teacher to a professional-teacher, the initial years is the critical time of survival for the beginning teacher. It is during this initial phase of their career that they require extra support and caring supervision to adapt easily to their newly chosen roles. The current induction programmes utilised are not adequate enough to successfully evolve the transition of a newcomer teacher into the parent institution. This study utilises the theoretical framework of organisational socialisation and its literature to bridge the gap between teacher transformation and teacher retention, especially engaging the OS Practice of Mentoring. By examining the issues inherent in newcomer-teacher adaptation and the various dimensions of knowledge sharing transition process, from senior teachers (especially HOD) to the juniors in a departmental position, mentoring is found to be the most ideal and effective practice to solve burnout to a great extent, and to ensure successful retention of newcomer teachers. Keywords: Organisational Socialisation, Mentoring, Teacher retention, Newcomer adaptation, transition process.

Purpose The purpose of this paper is to present how the social learning theory of Bourdieu (1990; Bourdieu and Passeron, 1990) can be a valuable tool to investigate mentoring relationships of beginning teachers with their more experienced colleagues. Bourdieu’s work provides a lens to magnify the social exchanges that occur during the mentoring relationship, so that what tends to be hidden in the “logic of practice” (Bourdieu, 1990) is drawn into view. The paper shows how the mentor is ascribed power that enables domination, and how this tends to result in cultural reproduction. A case study is used to identify aspects of social and cultural learning that demonstrate this process. Design/methodology/approach The paper draws on a year-long narrative inquiry of beginning secondary teachers’ mentoring experiences in the state of Victoria, Australia. The data were generated through in-depth interviews and participants’ diary entries to answer the research question “What personal, professional knowledge is developed through beginning teachers’ early experiences with induction and mentoring?” Findings The researcher found that attention to minutiae of mentor/mentee interactions can suggest how symbolic violence shapes personal, professional knowledge. Research limitations/implications This small-scale study has some limitations. However, as an illustration of organisational learning, with strong connections to Bourdieu’s theoretical work, it can provide some illuminating insights into how policy can be enacted at the micro-level. In particular, there are implications for how mentor teachers engage in their roles and understand the potential impact of their interactions with beginning teachers. Originality/value This study applies Bourdieu’s framework of cultural reproduction as an analysis tool for a qualitative study of the mentoring of beginning teachers.

ObjectiveThis study aims to (1) assess the perceived need for a postdoctoral (post-doc) mentoring programme in rheumatology, (2) describe the characteristics and organisational aspects of a pilot mentoring programme implemented by the EMerging European League Against Rheumatism NETwork (EMEUNET) and (3) report mentors’ and mentees’ evaluation of the pilot programme.MethodsAn online survey was conducted among young researchers in rheumatology to evaluate the need and preferred characteristics of a post-doc mentoring initiative. Informed by the survey, a pilot programme was designed and launched. The pilot programme was evaluated with 3-month, 6-moth and 12-month surveys and interviews with mentees and a 12-month survey among mentors, after completion.ResultsFrom 275 responses (43 countries, 86% from Europe) collected, analyses were restricted to the target population (total population=158; post-docs (n=103 (65%)) and PhD students (n=55 (35%))). There was a clear need (99% positive responses) for a post-doc mentoring programme. Discussions about current and new projects, and how to lead projects were ranked as priorities in post-doc mentoring. The most desired mentor attribute was generosity and interest in helping (86%), followed by research experience (68%) and having a well-established network (66%). The pilot programme included four mentees (through competitive application) allocated to three mentors. Evaluation surveys and interviews revealed that the programme organisation and content were well appreciated by mentees and mentors.ConclusionsThe EMEUNET post-doc mentoring programme addresses unmet need for mentoring, is viable and appreciated by mentors and mentees. The programme structure and content are transferable to other fields where there is need for academic career mentoring.

Purpose The purpose of this paper is to identify the determinants of success of elite athletes by applying the concept of career success to a sporting context. The concept of career success includes extrinsic (i.e. tangible) career accomplishments like medals as well as intrinsic factors referring to subjective judgements about career attainments. Thereby, a holistic perspective is taken which has not been studied extensively before. Design/methodology/approach Based on previous literature, a theoretical model was derived outlining how human capital, motivation, organisational characteristics and socio-demographics affect both intrinsic and extrinsic career success. To measure the impact of these factors, primary (n=1,249) and secondary data of elite athletes were collected. Regression analyses indicated that all factors included in the theoretical model were associated with extrinsic and intrinsic success. Findings Institutional support was an important driver for intrinsic career success while financial support affected extrinsic career success. There was no significant influence of extrinsic career success on intrinsic career success. Practical implications These findings imply that policy makers should offer enhanced dual career options, such as mentoring programmes, aspects like sport-psychological support and nutrition counselling, and long-term, stable financial support for athletes to maximise career success. Originality/value This paper applies the construct of career success to sports. A focus on the athletes’ intrinsic career success is placed as this area has been neglected in past research.

Latar Belakang dan Tujuan: Program pementoran merupakan satu kaedah latihan di tempat kerja yang dilaksanakan oleh mentor untuk membimbing kerjaya dan psikososial menti bagi mencapai matlamat dan strategi organisasi dalam era persaingan global. Kajian ini merupakan satu tinjauan untuk menilai hubungan langsung antara peranan mentor dalam membantu menti meningkatkan kejayaan kerjaya mereka. Metodologi: Populasi kajian melibatkan 336 penjawat awam yang telah mengikuti program pementoran formal di Jabatan Perkhidmatan Awam, Malaysia. Kaedah persampelan yang digunakan ialah persampelan bertujuan yang mana kajian terdiri daripada penjawat awam yang telah di lantik sebagai menti bagi Program Pementoran Perkhidmatan Awam tahun 2014 hingga 2016 seramai 136 menti. Instrumen yang digunakan ialah kaedah kaji selidik bagi menggumpul data. Data yang diperolehi dikumpul dan dianalisis secara deskriptif menggunakan perisian Smart Partial Least Squares (SmartPLS) untuk menentukan tahap kesahan dan kebolehpercayaan instrumen, serta menguji hipotesis kajian. Dapatan Kajian: Dapatan kajian ini menghasilkan empat penemuan penting: pertama, fungsi kerjaya mempunyai perkaitan yang positif dan signifikan dengan kepuasan kerjaya. Kedua, fungsi kerjaya mempunyai perkaitan yang positif dan signifikan dengan motivasi kerjaya. Ketiga, fungsi psikososial mempunyai perkaitan yang positif dan signifikan dengan kepuasan kerjaya. Akhir sekali, fungsi psikososial mempunyai perkaitan yang positif dan signifikan dengan motivasi kerjaya. Sumbangan: Keputusan kajian ini menunjukkan bahawa keupayaan mentor melaksanakan fungsi kerjaya dan psikososial secara teratur dapat meningkatkan kepuasan kerjaya dan motivasi kerjaya menti dalam organisasi kajian. Kata Kunci: Fungsi kerjaya, fungsi psikososial, kepuasan kerjaya, motivasi kerjaya, pementoran. Abstract Background and Purpose: Mentoring program helps in increasing the morale of the employees and motivates them to achieve organisational goals in an era of global competition. This study was conducted to evaluate a direct relationship between mentors’ roles and mentee achievements. Methodology: The population of the study is 336 civil servants who involved in a formal mentoring program at Public Service Department in Malaysia. A total of 136 respondents were purposively sampled and they were in the Mentoring Program for Public Service Department for year 2014 to 2016. Data collected using questionnaires were analyzed descriptively using Smart Partial Least Squares (SmartPLS) to evaluate the confirmatory factor analysis and structural equation modelling for testing the hypothesized ralations. Findings: Result revealed four important outcomes: first, career function was significantly related to mentees’ career satisfaction. Secondly, career function was significantly related to mentees’ career motivation. Thirdly, psychosocial function was significantly related to mentees’ career satisfaction. Finally, psychosocial function was significantly related to mentees’ career motivation. Contributions: This result demonstrates that the ability of mentors to appropriately implement career and psychosocial functions can enhance mentees’ career achievements in the examined organizations. Keywords: Career function, career motivation, job satisfaction, mentoring, psychosocial function. Cite as: Abdullah, N. A., Ismail, A., Mohamad Nor, A., Abu Hasand, N., & Samate, O. (2020). Peranan mentor dalam meningkatkan kejayaan kerjaya menti: Satu kajian di jabatan perkhidmatan awam Malaysia [Mentors’ roles in enhancing mentee’s career outcomes: A case of Malaysian public sector]. Journal of Nusantara Studies, 5(1), 315-335. http://dx.doi.org/10.24200/jonus.vol5iss1pp315-335

ObjectivesTo examine and synthesise current evidence on the factors that affect recruitment, retention, participation and progression within the clinical academic pathway, focusing on equitable participation across protected characteristics including gender, ethnicity and sexual orientation.DesignScoping review and meta-thematic synthesis.Data sourcesWeb of Science, Google Scholar.Article selectionWe conducted a scoping review of English language articles on factors affecting recruitment, retention, progression and equitable participation in clinical academic careers published in North America, Australasia and Western Europe between January 2005 and April 2019. The most recent and relevant 39 articles were selected for meta-thematic synthesis using detailed inclusion/exclusion criteria.Data extractionThe articles were purposively sampled to cover protected characteristics and career stages and coded for factors related to equitable participation. 17 articles were fully coded. No new themes arose after nine papers. Themes and higher level categories were derived through an iterative consensual process.Results13 discrete themes of factors impacting on equitable participation were identified including societal attitudes and expectations; national and organisational policies, priorities and resourcing; academic and clinical workplace cultures; supportive, discriminatory and compensatory interpersonal behaviours and personal factors related to social capital, finances, competing priorities, confidence and ambition, and orientation to clinical, academic and leadership roles.ConclusionsThe broad and often interconnected nature of these factors suggests that interventions will need to address structural and cultural factors as well as individual needs. In addition to standard good practice on equality and diversity, we suggest that organisations provide equitable support towards early publication success and targeted mentoring; address financial and role insecurity; address the clinical workplace culture; mitigate clinical–academic–personal role conflicts and overload; ensure that promotional structures and processes encourage diverse applicants and promote family-friendly, coherent and transparent national career pathways.

INTRODUCTION: Effective workforce development is a key investment in producing quality health care. Service delivery stakeholders often assume that workforce development is best achieved through short clinical topic training or extended postgraduate courses; however, the views and preferences of primary health care (PHC) nurses have not routinely been sought. This study explores the workforce development needs of experienced PHC nurses in a provincial area of New Zealand. METHODS: In addition to a literature scan, two focus group interviews were held with nurses representing a broad range of PHC subspecialities. Participants also completed a brief survey regarding their own and colleagues’ education needs. Nurse leaders in three District Health Boards (DHBs) and one Primary Health Organisation (PHO) were asked for comments on workforce strategies. Datasets were analysed separately then triangulated for overall themes. FINDINGS: Thirty-one PHC nurses attended the two focus groups. Participants noted changes to their roles in the last three years, including new areas of clinical and workforce development. Participants in both focus groups largely focused on structural and organisational barriers to PHC workforce development. CONCLUSIONS: PHC nurses have priorities for workforce development that may differ from stakeholders, and offering clinical education opportunities alone may not be enough. Providing leadership education as well as career mentoring appears to be as important as clinical education and should happen in conjunction with other workforce development opportunities. This research demonstrates a need for a nationally agreed education strategy for the PHC nursing workforce. KEYWORDS: Nursing; workforce development; career mentors; leadership education

This article addresses the significance of workplace social connections for hospitality workers. When examining high turnover in hospitality, the focus is generally negative, such as shift work and low pay [1]. Surprisingly, for a sector that employs one in 11 people [2], little attention focuses on the positive aspects. In New Zealand, hospitality work is considered inferior, to be endured while waiting for more exciting opportunities [3]. Yet a recent New Zealand study shows that hospitality employees at all levels are fulfilled by being recognised as professionals and from the variety, challenge and growth possibilities of their work. The study drew from boundaryless career theory about the social competencies that enable career success for individuals [4]: knowing ‘why’ they are engaged in this career (individual motivation and identity); knowing ‘how’ they are supposed to perform (skills and expertise); and knowing ‘who’ – significant networks (relationships and reputation). In the qualitative study, data were firstly collected through focus groups with hospitality professionals who had left the industry after working there for at least 10 years. Then, interviews took place with current hospitality employees in a variety of roles, from general manager to kitchen porter with an average of 25 years’ experience. Thematic analysis was carried out separately on each study before results were combined. Findings Positive relationships linked to career social competencies [4] forged hospitality workers’ professional identities, building long careers: Good relationships supported workers’ professional identity The findings showed that participants knew clearly ‘why’ they stayed; for example, they loved meeting different people. However, career motivations changed with their life and career stage – sometimes caregiving commitments took priority; at other times, gaining promotion was most important. One housekeeping supervisor explained how she refused a pay rise to move to another hotel because the money was not as important as established relationships. Being viewed as an excellent kitchen porter or manager ensured that employers tailored jobs to employees’ circumstances. Being professionally excellent was deeply satisfying Knowing ‘how’ referred to the expertise that experienced employees demonstrated to managers and co-workers. They were dedicated, knowledgeable and passionate. Affirmation by guests was rewarding; one restaurant manager described her intense satisfaction when professional associations rebooked their Christmas functions because “I will look after them”. Relationships and reputation Employees gained their reputation by showing ‘the right people’ that they were professionals. Their experience and networks were their ‘pedigree’. Endorsement from peers and managers increased job autonomy and better opportunities at all levels. Mentoring relationships formed organically, and older employees spoke of the enjoyment they experienced from ‘giving back’ in their turn and mentoring others. Practical implications This study reveals that strong social connections are founded on respectful relationships between hospitality employers and employees, where workers know they are valued. Employers should ask whether career aspirations are the driving force for individuals, and if so, let employees know there is a plan for their next position. If unable to provide further development over time, managers should facilitate moves among their networks. In turn, they will receive new recruits. To keep professionals who are content to remain at their current level, employers should ask, and provide, what is important to them – certain shifts, a sustainable lifestyle (i.e. a living wage) or an aspect they enjoy. Upskilling remains an important motivator. Employees do not stay with employers (and co-workers) who show no respect by refusing to put rosters online; giving less than one weeks’ notice of shifts; providing insufficient hours; or not accommodating workers’ study or care-giving commitments. Training plans for new team members accelerate good relationships, and studies show that retention of new employees is increased by induction processes; however, these are frequently missing. In sum, good social relations in the workplace are not a ‘luxury’ option in hospitality environments, they are essential. Corresponding author Shelagh Mooney can be contacted at: shelagh.mooney@aut.ac.nz References (1) Baum, T.; Cheung, C.; Kong, H.; Kralj, A.; Mooney, S.; Nguyễn Thị Thanh, H.; Ramachandran, S.; Dropulić Ružić, M.; Siow, M. Sustainability and the Tourism and Hospitality Workforce: A Thematic Analysis. Sustainability 2016, 8 (8), 809–831. https://doi.org/10.3390/su8080809 (2) World Travel and Tourism Council. Evaluation of Job Creation in G20 Countries; White Paper; World Travel and Tourism Council: London, 2018; pp 1–10. (3) Williamson, D. Too Close to Servility? Why Is Hospitality in New Zealand Still a ‘Cinderella’ Industry? Hospitality & Society 2017, 7 (2), 203–209. https://doi.org/10.1386/hosp.7.2.203_7 (4) Defillippi, R.; Arthur, M. The Boundaryless Career: A Competency-Based Perspective. Journal of Organisational Behaviour 1994, 15 (4), 307–324. https://doi.org/10.1002/job.4030150403

Differential attainment (DA) exists in research and academia, where individuals with protected characteristics face barriers to progression at different stages from selection in training or career pathways through to obtaining funding and getting research published. The causes of DA are multifactorial, however, more barriers are associated with an individual’s gender, race, ethnicity, sexual orientation, disability or other social and economic factors rather than academic factors related to research. DA is seen across medicine and healthcare therefore it is likely a manifestation of wider inequalities experienced by these individuals within a society. This scoping review takes a first step at exploring DA through the lens of equality, diversity and inclusion in research and academia, specific to healthcare professionals in medicine, in the UK. Given the paucity of published data, benchmarking and investigation of the causes of DA and access in this area, this review seeks to identify what published reports exploring this issue reveal. There has been mixed success in the area of gender equality with the Athena Swan benchmarking exercise; however differences in outcomes exist within gender when other protected characteristics, such as ethnicity, are also explored. The DA observed among women despite the Athena Swan programme demonstrates other factors such as allyship, apprenticeship, sponsorship and mentoring which may be accessible to some individuals, but not others. Furthermore, ethnicity appears to be a barrier to accessing this form of support, and non-Black and minority ethnic women appear to be more privileged to receiving this type of support. Without more research into the lived experiences of individuals from non-traditional backgrounds at the micro-level, as well as data across the career progression pathway overtime at the macro-level, the problem of DA is unlikely to improve. If anything, lack of openness and transparency around such data at an organisational level, may exacerbate the sense of injustice within research and academia among individuals with protected characteristics, especially given that the perceived sense of DA is very real for them. The purpose of this paper is to start the conversation with stakeholders within research and academia, about DA and commence the process of reducing the gap using equality, diversity and inclusion as fundamental concepts for achieving a level playing field for all. This type of accountability is essential for developing trust and in the system. Such open conversations need to happen across every organisation, that is a stakeholder of research and academia in the UK.

ObjectivesTo perform a mixed-methods study identifying motivators and deterrents to female doctors interested in core surgical training (CST). To provide tangible implementations based on the findings.DesignThis study used quantitative (questionnaires) and qualitative (semistructured interviews (SSIs)) analyses. Participants completed online questionnaires on Qualtrics and SSIs were conducted remotely on Microsoft Teams. Questions were derived from previous studies and a novel term, the gender impact rating (GIR), was coined to assess the impact of gender on opportunities available during CST application.SettingParticipants were working in the UK National Health Service and data collected from December 2020 to January 2021.ParticipantsA total of 100 female surgical trainees in the UK ranging from Foundation Year 2 to Core Training Year 2.Main outcome measuresParticipants ranked factors by their influence on their CST application. Of the 100 trainees, 21 were randomly selected for an SSI to explore their questionnaire responses. Statistical analyses were performed using MATLAB and SPSS, alongside a thematic analysis of the interviews.ResultsA total of 44 out of 100 questionnaire respondents ranked early exposure to surgery as the most influential motivator, while 43% selected work-life balance as the greatest deterrent and 33% suggested mentoring schemes to encourage women to apply to CST. The median GIR was 3 out of 5, indicating a moderate perceived impact of gender on opportunities available during CST application. Qualitative analysis found four overarching themes: institutional factors (including mentorship schemes), organisational culture (including active engagement), social factors and personal factors.ConclusionThematic analysis suggested that seniors involving women in theatre and a supportive work environment would encourage entry of more female surgeons. Therefore, the proposed implementations are the active engagement of women in theatre and destigmatising less than full-time training. Further research into ethnicity and personality on motivations to enter surgery is advised.

Understanding the nature of career mentoring is important for improving the career experience of aged care workers. This study explores the career mentoring behaviours of sponsorship, coaching, advocacy, challenging assignments, exposure and visibility in the residential aged care context. Interviews were conducted with 32 aged workers from several occupations within the care context. It was found that career mentoring in the aged care context was limited. The mentor behaviours of coaching, sponsorship and advocacy were limited and there was no opportunity in aged care to provide challenging assignments or promote exposure and visibility. Organisations and managers can facilitate learning and personal development by providing inclusive training for all workers regardless of the need to meet professional registration requirements. Learning needs to be continuous as careers and clinical techniques evolve. Extension of existing mentoring programmes to include all care workers would improve overall quality of care in residential aged care facilities.

Purpose The purpose of this paper is to evaluate effectiveness of the graduate development programme that was aimed at the recruitment and professional development of black engineering graduates through the workplace learning method. Design/methodology/approach The paper adopted qualitative research strategy using in-depth interviews with semi-structured interview guide that was developed after an extensive review of related literature. Data were analysed using thematic analysis technique. Findings Result of the paper indicates that the strategy provides an effective mechanism for the inclusion and professional development of black engineering graduates. Coaching and mentoring relationships were found to be an effective way for knowledge and skills transfers. Research limitations/implications Although this study presented valuable insights into the complexity of the graduate development programme in South Africa, the authors consider it appropriate to draw some limitations to study for in order to provide some guides on the conduct of a similar study by future researchers. It is important to state that qualitative studies inherently lack external validity that limits its generalisability to a wider context. Further, a non-probability sampling method was used in this study thus posing a threat to the scientific representativeness of the participants. At last, but very important is the emotion and tension that is usually associated with social research and discussion regarding the legacies of apartheid in South Africa. This research was not insulated from such sensitivity and social influence. To this extent, while practical efforts were made to mitigate this factor during the interviews, there is no guarantee that the respondents were completely honest, and not influenced by extraneous nuances and considerations in their responses to the questions. In view of the methodological and social limitations to this study, future researchers could consider, for example, the use of a mixed methods wherein a quantitative research component is conducted on trainees of the programme in order to validate or disprove the answers provided by the training managers which were purely from operator/organisational, rather than training participants’ perspective. The mixed method approach could also enhance the external validity or generalisability of the research outcome to a wider context. At last, the administration of structured questionnaire through the use of a web-based survey could potentially eliminate emotions, social tension and response bias since both the researcher and respondents do not engage in a face-to-face contact and personal interaction. This also effectively protects personal identity of both the researcher and respondent. Originality/value Not much research has been conducted in the direction of the graduate development programme as an effective strategy for the career advancement, inclusion and affirmation of black engineers within the engineering landscape of South Africa. Corporate and professional skills development managers could integrate the outcome of this paper into a policy framework that shapes corporate social investment, diversity and inclusion management at the workplaces.

(1) Background: Pandemic-imposed lockdowns have heightened our awareness of the value of (work)place and made apparent the role it plays in establishing our sense of belonging and professional identity. The opportunity to work remotely during the pandemic has given us an appreciation of the benefits from access to increased flexibility, but there is consistent evidence emerging showing how much workers miss in-office social and learning interactions. This paper focuses on results about (i) reported perceived effectiveness and performance, (ii) sense of adjustment to remote working, and (iii) sense of belonging during the first two COVID-19-induced lockdowns, as reported by managers and workers in Australia in 2020. Findings shed light onto (i) how remote working experience affected our connection to, and the importance of, (work)place and (ii) how to harness insights towards creating spaces responsive to the activities we prefer to undertake in the workplace, permitting employees to choose the workstyle and pattern that suits their professional role and personal circumstances. (2) Methods: Correlational and thematic analyses were conducted on findings from 1579 online surveys focusing on remote working experiences during the first and second rounds of COVID-19-imposed lockdowns. A total of 668 managers and 911 workers from 12 different industry sectors participated in two rounds of the Bates Smart remote work survey (BSRWS). Surveys targeted knowledge workers of all career stages, age, and experience. (3) Results: Employees felt (i) technologically supported and productive whilst working from home, but (ii) aspects of connection, collaboration, and sense of belonging suffered; (iii) collaboration and togetherness are main motivators for returning to the office. Managers’ experiences were significantly different with (i) perceived productivity, collaboration, knowledge sharing, sense of belonging, and performance dropping; (ii) face-to-face interaction and business development were key priorities for returning to the office with (iii) challenges of mentoring and managing emotional wellbeing of teams evident. (4) Conclusions: From these surveys we conclude space is an enabler of organisational culture and professional identity, playing a critical role in establishing psychologically safe and equitable workplaces. This paper reports snapshot data showing knowledge workers’ experiences and effects of WFH under strict lockdown circumstances on wellbeing, productivity, and culture over time. It proposes two lenses (togetherness and place), through which the future workplace should be considered by industry and researchers alike.

The human resources are the most important resources an organization can boast of in the 21st century, since it ensures the efficient and effective utilization of other types of resources, hence their continuous development. One of the ways of developing human resources is through entrepreneurial mentoring. Mentoring is among the few tools needed for preparing tomorrows’ skilled employees and is also used to strengthen organizational capabilities, intelligence, build organization knowledge, and sustain the organization competitive advantage. The dynamic career environment heightens the need for entrepreneurs engaging other people in their career and personal development. This study examined the effect of entrepreneurial mentoring on performance of SMEs in Kwara State. Data for the study were obtained from primary sources with the aid of a structured questionnaire. The research design adopted was a descriptive survey design which was also cross sectional in nature. Data collected were analyzed and hypotheses were tested using Analysis of Variance (ANOVA) at 5% level of significance. Findings revealed that psychosocial mentoring support, career mentoring support and role modelling mentoring support all had significant relationship with SMEs performance as all their respective p values were less than 0.05 alpha values. Effective and efficient mentorship programs tend to raise entrepreneurial outcomes among upcoming entrepreneurs operating SMEs. Based on the findings of this study, the study concludes that there is significant relationship between psychosocial mentoring support and SMEs performance; there is also significant relationship between career mentoring support and SMEs performance, there is significant relationship between role modeling mentoring support and SMEs performance. The study recommends that SMEs owners must be steadfast in fostering an entrepreneurial mentoring culture within the organisation. Also, SMEs owners must be steadfast in continuously providing sponsorship, coaching, exposure, visibility, protection and providing challenging assignments to employees. Also, succession planning must be continually improved and sustained. Keywords: Entrepreneurial Mentoring, Culture, Leadership, Performance, SMEs, Nigeria

Purpose – Literature has shown that mentoring and career development programmes can assist women and minority groups in pursuit of more senior roles. The Challenging Perceptions 12-month, multi-faceted career development and mentoring programme was specifically designed to aid female mental health participants in their attempts to break the glass ceiling, which can be apparent within senior levels of the UK National Health Service. This study aimed to investigate the effects of a career development and mentoring programme on female mental health nurses' career and personal development compared to a matched comparison group. Design/methodology/approach – A longitudinal, qualitative study based on semi-structured interviews conducted with female mental health nurse participants and a matched control group at four time points, six months apart over an 18-month period. Female mental health nurses at F, G, H, I and Nurse Consultant Level who applied to participate in the programme were selected by a panel consisting of members of the project team and subsequently randomly allocated a group. Twenty-seven female mental health nurses experienced the programme and 27 female mental health nurses constituted a comparison group. Findings – Experience as programme participant influenced the career and personal development of participants, particularly compared to the matched control group. Career development outcomes included promotion and additional learning/study. Personal development outcomes included increased self-confidence and increased satisfaction with ability to deliver quality patient care. Originality/value – Career development and mentoring programmes designed to affect diversity have an important role to play in fostering the career and personal development of nurses in healthcare organisations.

BackgroundMentoring is frequently suggested as an intervention to address gender inequalities in the workplace.ObjectivesTo systematically review evidence published since a definitive review in 2006 on the effectiveness of mentoring interventions aimed at achieving gender equality in academic medicine.DesignSystematic Review, using the Template for Intervention Description and Replication as a template for data extraction and synthesis.SampleStudies were included if they described a specific mentoring intervention in a medical school or analogous academic healthcare organisation and included results from an evaluation of the intervention.Eligibility criteriaMentoring was defined as (1) a formally organised intervention entailing a supportive relationship between a mentor, defined as a more senior/experienced person and a mentee defined as a more junior/inexperienced person; (2) mentoring intervention involved academic career support (3) the mentoring relationship was outside line management or supervision of performance and was defined by contact over an extended period of time.OutcomesThe impact of mentoring was usually reported at the level of individual participants, for example, satisfaction and well-being or self-reported career progression. We sought evidence of impact on gender equality via reports of organisation-level effectiveness, of promotion or retention, pay and academic performance of female staff.ResultsWe identified 32 publications: 8 review articles, 20 primary observational studies and 4 randomised controlled trials. A further 19 discussed mentoring in relation to gender but did not meet our eligibility criteria. The terminology used, and the structures and processes reported as constituting mentoring, varied greatly. We identified that mentoring is popular with many who receive it; however, we found no robust evidence of effectiveness in reducing gender inequalities. Primary research used weak evaluation designs.ConclusionsMentoring is a complex intervention. Future evaluations should adopt standardised approaches used in applied health research to the design and evaluation of effectiveness and cost-effectiveness.

Backgroud: Globally, employee engagement in healthcare organisations is low, with career advancement one of its main determinants. It may be useful for healthcare organisations to determine the factors of career advancement, to guide them to more effectively engage their workforce. Leadership competency is factor that may be crucial in influencing career advancement for healthcare employees. To our knowledge, a comprehensive analysis on its impact on the perception of career advancement within the healthcare setting has not been conducted. Research Design: An ecological, cross-sectional study was conducted, aimed at examining the association between leadership competency of healthcare professionals and perceptions of career advancement. Poisson generalized-estimating-equation models were fitted to estimate the adjusted rate ratios with bootstrap 95% confidence intervals for the associations of the AHEAD items with the number of favourable responses on the career advancement items. In each model, we accounted for clustering by departments and controlled for length of service as a confounder. Results: Statistically significant predictors of perception of career advancement were found, and included skills - Interpersonal Skills (aRR 1.53 CI 1.12–2.96), Motivating (aRR 1.31 CI 1.10–2.16), and Mentoring (aRR 1.30 CI 1.08–1.13); and values - Compassion (aRR 1.37 CI 1.17–3.40), and Collegiality (aRR 1.31 CI 1.00–1.99). Conclusion: Our findings show an association between some components of leadership competency and the perception of career advancement. These results provide initial evidence that apart from hard skills, soft skills may play an equally (or more important) role in influencing the perception of career advancement.

Purpose The purpose of this paper is to explore the interplay between identity and global mobility in the careers of senior, female talent, uniquely taking into account the perceptions of both female and male participants. In addition, the role organisations can play in enabling women to overcome these identity constraints is identified. Design/methodology/approach This interpretivist study draws on data from 38 in-depth interviews with senior managers in a large, multinational organisation to elicit a rich picture of how such careers are enacted. Findings Findings reveal how identity conflicts function as a glass border for globally mobile, senior female talent. Ways in which talent can access positive identity narratives to inform global mobility choices are identified. Research limitations/implications The limitations of this study include the relatively small sample size and the single case design of this research. The findings, however, offer insights into the identity work of globally mobile, female talent across different contexts. Practical implications Organisations can facilitate access to identity narratives through mentoring, face-to-face forums and via the internet to enable globally mobile, female talent to make more informed global mobility choices. Originality/value Drawing on identity theory, this paper examines how identity work for globally mobile, female talent has more fluid interpersonal boundaries than for men, creating on-going identity struggles. In highlighting how identity narratives can act as a means of breaching the glass border and facilitating global mobility for female talent, a contribution is made to existing debates in the fields of identity, gender studies and global talent management.

Career resilience entails developing and utilizing positive responses when one faces with challenges in one’s place of work. Nigeria prison officers are faced with several challenges which include, few number of prison officers compare with a larger population of inmates in congested prisons across the country, inadequate funding, flaw on the extant prison laws, lack of rehabilitative and correctional facilities, ever-increasing problems of prison administration, corruption among few high ranking officers, the prison system which was designed for correction of prison inmates through counselling, rehabilitations and reform of inmates, has turned out to be a breeding ground for hardened criminals who become worse than they were when they got into prison. In today’s world it has become very important in any organisation prison inclusive to have innovative ideas and be creative on how to overcome the challenges so as to be efficient and productive in one’s day to day activities. This study, therefore, investigated the influence of emotional intelligence, job satisfaction and mentoring support on the career resilience of Correctional officers in Ibadan, Oyo state, Nigeria. The study adopted a descriptive survey research design and purposive sampling in the selection of two hundred prison officers. Three research questions were raised and answered in the study. The variables were measured with relevant standardized instruments. These include: Emotional Intelligence Scale (EIS), Job Satisfaction Scale (JSS), Mentoring Support Scale (MSS) and Career Resilience Scale (CRS). Data from the study were analyzed using the Pearson Product Moment Correlation (PPMC) and multiple regression analysis (ANOVA). The finding showed that there was a significant relationship between the dependent and independents variables. Emotional intelligence is the most potent contributor to career resilience followed by job satisfaction and mentoring support. Based on the findings of this study, recommendations and suggestions were offered to various stakeholders.

PurposeThe embedded researcher is a healthcare-academic partnership model in which the researcher is engaged as a core member of the healthcare organisation. While this model has potential to support evidence translation, there is a paucity of evidence in relation to the specific challenges and strengths of the model. The aim of this study was to map the barriers and enablers of the model from the perspective of embedded researchers in Australian healthcare settings, and compare the responses of embedded researchers with a primary healthcare versus a primary academic affiliation.Design/methodology/approach104 embedded researchers from Australian healthcare organisations completed an online survey. Both purposive and snowball sampling strategies were used to identify current and former embedded researchers. This paper reports on responses to the open-ended questions in relation to barriers and enablers of the role, the available support, and recommendations for change. Thematic analysis was used to describe and interpret the breadth and depth of responses and common themes.FindingsKey barriers to being an embedded researcher in a public hospital included a lack of research infrastructure and funding in the healthcare organisation, a culture that does not value research, a lack of leadership and support to undertake research, limited access to mentoring and career progression and issues associated with having a dual affiliation. Key enablers included supportive colleagues and executive leaders, personal commitment to research and research collaboration including formal health-academic partnerships.Research limitations/implicationsTo support the embedded researcher model, broader system changes are required, including greater investment in research infrastructure and healthcare-academic partnerships with formal agreements. Significant changes are required, so that healthcare organisations appreciate the value of research and support both clinicians and researchers to engage in research that is important to their local population.Originality/valueThis is the first study to systematically investigate the enablers and challenges of the embedded researcher model.

An organisation's talent management practice is a human resource strategy aimed at identifying, developing, deploying and retaining talented and high-potential staff. Talent management is primarily among the human resource practices of employee development. By identifying and enhancing the skills of employees, it not only increases their efficiency, but also results in higher job satisfaction, increased motivation, and elevated retention rates of staff.The purpose of this research was to look into the impact of talent management on South Africa's banking sector, with reference to the retention of employees. Those included in the study were randomly selected managers and staff from FNB, ABSA and Nedbank. The study's goal was to investigate if targeted talent management influences the retention of employees within the organisation.This study used a descriptive research design. To obtain quantitative data, the researcher applied a questionnaire. Descriptive statistics were used to analyse the quantitative data produced from Cronbach alpha, Z-test and Chi-square tests. The research disclosed that the primary talent methods are motivation, regular training and employee development.However, succession planning, career mentoring, recruitment, and selection - as talent management techniques have a direct relationship with employee retention. Based on the study’s findings, it is recommended that the organisation should develop effective talent management practices aimed at increasing the retention of employees.

We investigate the gender imbalance in the financial advising industry by analysing 32 in-depth qualitative interviews of female and male financial advisers in Australia and New Zealand. Using the framework of organisational structures, advisers’ preferences and stereotypical discrimination, we identify barriers for women and the adaptive strategies they employ to overcome them. Findings show that sales-based structures, servicing client needs, difficulties networking, a dominant masculine management culture and the gendered nature of flexible work inhibit women’s careers in financial advice. Strategies to overcome these barriers are finding the ‘right’ manager, receiving mentoring, selective networking and establishing a partnership arrangement with another adviser. JEL Classification: M12, M14

Maintaining a skilled, knowledgeable and adaptable workforce in Australian rangeland enterprises and research, development and extension/adoption (RD&E/A) organisations is a varied and challenging task, compounded by trends of sustained losses of human capacity through senior retirements and short-term appointments over the last decade. Concerns for how to fill these gaps while gaining the skills and knowledge needed for a successful career and leadership roles were raised by students and young professionals in the World Cafe session and throughout Early Career workshops and activities at the 2019 Biennial Conference of the Australian Rangeland Society (ARS). This paper responds to these expressed information needs through drawing on literature, experiences shared by session participants, and existing ARS members currently working in the rangelands in diverse roles to provide insights into two main areas: (i) skills and knowledge for personal development and future success in the rangelands across three broad classes of occupation/careers (i.e. advisors, researchers, and producers), and (ii) skills and knowledge that will be expected of future leaders in the rangelands. We outline a variety of options for professional development in the early stage(s) of a career working on aspects of sustainable production systems and pathways to leadership throughout a career in the rangelands. We note the apparent lack of formal rangeland-specific education in Australia, and suggest that this is a major impediment to efforts to build skills and knowledge to ensure the viability of the livelihoods and the integrity of our rangelands. Finally, we believe that the ARS has the potential to play a more central role in inspiring interest and passion for the rangelands, in providing current information on (i) range science and management-relevant education and training opportunities in Australia and internationally, and (ii) leadership development and training opportunities; and in facilitating and supporting mentoring to develop and retain human capacity for a resilient future.

Purpose To determine the most appropriate and effective support to enable autistic people to gain and maintain employment in their chosen field. This paper aims to determine this and by which methods are most suitable for this kind of support, with a focus on mentoring. Design/methodology/approach Mentoring is an intervention that has shown promise in assisting people who encounter barriers in finding work (for example, Roycroft, 2014). This research was conducted to determine whether the mentoring of autistic adults is effective in helping them to gain and maintain employment. The study examined the mentoring records of 90 autistic adults who were in receipt of funded mentoring with 18 separate organisations across England. Findings The authors found that the nationally recognised statistic of autistic people in full-time employment as 16% (National Autistic Society, 2016) was ambitious and subject to regional variation. Based on the results of a programme providing employment and mentoring support that is available and accessible to autistic people, however, outcomes improve and employment is more likely to be achieved and maintained – including in areas of, especially low employment. It was found that 48% of autistic job seekers who were supported by specialist mentors found paid employment (full-time or part-time), demonstrating a 16% increase in paid employment between those who received mentoring support and those who did not. Research limitations/implications A wider study across the UK would first determine if the nationally recognised figure is incorrect and also highlight those areas of the country which perform particularly well or badly. Originality/value This paper believes that this is the only research of it is kind in the UK and that it is a springboard for others who have greater resources available to them. This study is two very early-career academics on the autism spectrum with limited resources available to us.

The formal roles of educational and clinical supervisor focus on education planning and goal setting against required training elements. Assessment of performance is integral to these roles that necessarily involve some elements of developmental support to trainees. Mentoring is increasingly seen as a desirable route to support doctors in training. Definitions vary, but core expectations of mentors are that they encourage personal development and offer psychosocial support to a trainee within a longitudinal relationship. A key question is whether a supervisor is the appropriate individual to act as a mentor to an individual trainee. The supervisor's role as an assessor of performance can pose challenges and potential conflicts when providing support relating to other personal needs of trainees along their career paths. It is apparent from the literature that mentoring is a multifaceted role, with different actions required of mentors and supervisors. There is evidence that mentorship can affect specialty choice, academic output and commitment to organisations. Addressing the challenges posed by an ideal of providing mentoring to all trainees is potentially as important as ensuring supervisors of competence. The potential benefits for the profession are of enhancing the development and retention of trainees of high calibre within the paediatric discipline.

Objectives:The purpose of this study was to examine whether individuals who sought out psychosocial support interventions which include life, career and executive coaching, mentoring services and counselling psychology services, could be identified by a combination of the Big Five and other positive personality facets and could subsequently be described as being open to growth and having a goal directed orientation.Design:The dimensions of Personal Growth Initiative, Adult Dispositional Hope, Goal Setting and the Big Five factors (Extraversion, Neuroticism, Openness to Experience, Conscientiousness and Agreeableness) were investigated in an attempt to predict and further understand those individuals who would actively seek out and participate in a psychosocial intervention.Methods:The NEO-PI-R, the Goal-Setting scale of the Apollo Profile, the Adult Dispositional Hope Scale and the Personal Growth Initiative Scale were administered to 200 individuals to examine the personality attributes of clients who seek psychosocial support including coaching. Statistical analyses included the review of Group Statistics between Intervention Seekers and Non Intervention Seekers, Discriminant Function Analysis (one discriminant function revealed) and Confirmatory Cross Validation for Prediction of Group Membership.Results:Results revealed that high scores on Openness to Experience, Extraversion, Adult Dispositional Hope, Personal Growth Initiative, and Goal Setting were valid personality trait predictors of intervention seekers.Conclusions:The findings have implications for the research and practice of counselling psychology, the growing areas of life and executive coaching and for organisations where career and performance interventions such as coaching and mentoring are used.

Organisations are investing in employee well-being initiatives, as employees constitute the most important stakeholder group. Employee well-being requires a focused and concentrated approach. The main aim of this study was to assess the importance of employee well-being in organisations in the Kingdom of Bahrain. The study was based on the five domains of employee well-being model [1]. The five domains being the health domain, the work domain, the values/principles domain, the collective/social domain, and the personal growth domain. The study revealed that majority of the participating organisations were focusing more on factors related to physical health and physical safety of their employees than on mental health. Significant factors like pay and rewards, autonomy, job satisfaction, people management policies, professional management, workload distribution, and leadership need improvement when compared to factors like work-life balance, open and inclusive work environment. All these factors relate to the work domain. In the values/principles domain, more participating organisations had a clear mission and objectives, and were investing in training their managers and employees, whereas ethical standards, diversity and inclusion, cultural engagement, corporate governance, corporate social responsibility, dignity at work and mutual trust at the workplace, needs to be given more attention. Very few participating organisations have value-based leadership and a well-being strategy in place. Teamworking, dignity and respect at the workplace were evident in more participating organisations than factors like positive and healthy relationships, employee voice, supportive management style. All these factors contribute to the collective/social domain of employee well-being, In the personal growth domain, performance management and personal development plans, open and collaborative culture, and succession planning were prevalent in more participating organisations than effective utilisation of employees’ skills, coaching and mentoring, resilience training, positive emotional relationships, financial well-being, challenging work , lifelong learning, access to training and creativity. Mid-career review was conspicuous by its absence in all participating organisations. The study reveals that employee well-being in organisations in the Kingdom of Bahrain needs more attention and focus than what is being accorded now.

Purpose In South Africa, women in senior management positions experience social identity dilemmas, necessitating more research into this domain. While research has been conducted into coaching and mentoring of these women, limited scholarly attention has been paid to sponsorship. This paper aims to explore the social identity of women at senior management levels and sponsorship as a proposed mechanism to develop talented women. Design/methodology/approach This qualitative research included two studies using two sample groups, both of which included executive-level respondents in corporate organisations. One study focussed on sponsorship; here, the 29-strong sample included 14 male and 15 female executives, of whom 15 were White; 9 were African and 5 were Indian. The second study, consisting of only African, coloured and Indian (ACI) female executives (23 interviewees), focussed more broadly on their development path to the C-suite. Findings A common theme across the two studies was the inclination to give developmental support, in turn, once supported. There were prerequisites in this support-giving, however. For example, sponsors identified criteria that protégés had to meet. Despite evident gender inequality at senior management levels in South Africa, this paper reveals that in the Study 1 sample, gender and race were ostensibly irrelevant when choosing a sponsor or who to sponsor. A closer examination revealed a gender-based expectation, embedded in the South African context. Study 2 showed that ACI women above 50 years of age were more inclined to mentor others; even when they themselves were not mentored, some purposefully developed other ACI women. This paper thus suggests age as an important additional diversity dimension in relation to the career development of ACI women towards the C-suite. The findings have implications for the career development of individual ACI women and for organisations in reaching equality. Research limitations/implications Gender differences with regard to perceptions also revealed that male respondents perceived sponsorship more as task-based actions, whereas female respondents focussed on relational elements. The paper concludes with recommendations on how individual ACI women and organisations can proactively develop talented women. Originality/value The paper offers insight into the gendered expectations of sponsors and gendered perceptions around merit in identifying protégés worthy of sponsorship. ACI women’s social identity changed when they joined the C-suite to identify more with their roles as executives and became less associated with their original ACI women group.

IntroductionRecruitment of medical students and junior doctors in to psychiatry is a long-standing concern in many countries, with low proportions of medical graduates choosing it as a specialty and ongoing stigma from within the medical profession. In some countries the reverse problem is the case, with too many doctors wishing to enter psychiatry, and insufficient training places available.ObjectivesTo understand the current situation within Europe with regards to recruitment in to psychiatry and to identify existing recruitment initiatives.MethodsThe European Federation of Psychiatric Trainees conducts an annual survey of all member organisations. A delegate of each national association of psychiatric trainees is asked to identify if their country has a problem with recruitment and if so, whether there were too many or too few applicants for training places. Delegates from countries with recruitment initiatives were contacted to provide further details.ResultsIn 2014, a total of 31 countries completed the survey, with 17 stating that too few medical practitioners choose psychiatry. In total 8 countries with recruitment problems reported that initiatives exist to encourage doctors to enter psychiatric training. Of these, 7 responded to describe the initiatives, which included national recruitment strategies, financial incentives, careers fairs, mentoring schemes and a whole host of other projects.ConclusionsRecruitment in to psychiatry remains a serious problem in a significant proportion of European countries, but a wide range of initiatives exist which aim to combat this shortfall. It will be important over the coming years to establish which initiatives are most effective at increasing recruitment.Disclosure of interestThe authors have not supplied their declaration of competing interest.

PurposeLiterature around the careers of female academics is targeted mainly toward identifying and examining career progression inhibitors, while the drivers appear largely unexplored. This paper aims to contribute to contemporary knowledge by identifying drivers to the career progression of female academics in Australia. With COVID-19 currently impacting the careers of female academics this knowledge can assist universities and human resource (HR) professionals in developing policies and practices to better facilitate female academic career progression.Design/methodology/approachEmpirically this paper draws on a qualitative study of 18 male and 29 female academics, as well as nine senior university stakeholders. The authors employed semi-structured interviews and a novel methodology, Draw, Write, Reflect.FindingsIn line with attribution theory, senior stakeholders mainly identified organisational efforts, including leadership, gender equity endeavours, recruitment and promotion approaches, as well as a construct known as “relative to opportunity considerations”, as drivers of female academics’ career progression. Female academics, however, largely attributed their career progression to personal factors, such as family support, informal mentoring, and determination and persistence.Practical implicationsThe findings have implications for universities and HR practices seeking to facilitate female academic career progression. Implementation of the drivers identified may enhance female academics’ abilities to progress their careers.Originality/valueBy focussing on the drivers of, rather than the barriers to, female academic careers, the research is novel in its identification of a previously unexplored mismatch between organisational attribution and individual attribution of career progression drivers thereby advancing knowledge of gender differences in academic careers.

Background: Strategies to help researchers use the research evidence they (co)produce to inform policy should be tailored to the context. Yet there is little guidance on research-policy engagement activities in nursing and health sciences disciplines. Aims and objectives: We explored the experiences and perspectives of nursing and health sciences researchers at different career stages, regarding research-policy engagement activities and their impacts on policy. We also explored researchers’ understanding of terminology and theory regarding research-policy engagement. Methods: We conducted semi-structured qualitative interviews with 17 researchers, at various career stages, and conducted content and thematic analysis of the data. Findings: ‘Disseminating and communicating research’, and ‘building professional partnerships’ were the most common types of activity, with senior researchers favouring the latter. Early and mid-career researchers favoured the former, citing the need to build credibility and track record before engaging with policy actors. We identified individual and contextual factors that influence policy impact and researchers’ capacity to engage in such activities. Researchers’ conceptions and understanding regarding evidence-informed policymaking theory and process varied. Terminology also varied, with ‘knowledge translation’ the most common term. Discussion and conclusions: Despite evidence indicating the limited effectiveness of dissemination activities on policy, researchers pursue such efforts, to enable the formation of relationships with influential policy actors and policy impact in the longer term, and because of academia’s drive for research outputs. Researchers would benefit from supportive organisational contexts and greater knowledge of research-policy engagement theory, evidence and practice, through tailored workshops addressing relational and political considerations, as well as structured mentoring.

BackgroundIn the centuries since Odysseus entrusted his son Telemachus to Athena, biographical, literary, and historical accounts have cemented the concept of mentorship into our collective consciousness. Early foundational research characterised mentors as individuals who help us transition through different phases of our lives. Chief among these phases is the progression from adolescence to adulthood, during which we “imagine exciting possibilities for [our lives] and [struggle] to attain the ‘I am’ feeling in this dreamed-of self and world” (Levinson 93). Previous research suggests that mentoring can positively impact a range of developmental outcomes including emotional/behavioural resiliency, academic attainment, career advancement, and organisational productivity (DuBois et al. 57-91; Eby et al. 441-76; Merriam 161-73). The growth of formal mentoring programs, such as Big Brothers-Big Sisters, has further strengthened our belief in the value of mentoring in personal, academic and career contexts (Eby et al. 441-76).In recent years, claims of mentorship uptake have become widespread, even ubiquitous, ranging from codified components of organisational mandates to casual bragging rights in coffee shop conversations (Eby et al. 441-76). Is this a sign that mentorship has become indispensable to personal and professional development, or is mentorship simply in vogue? In this paper, we examine uses of, and corresponding meanings attached to, mentorship. Specifically, we compare popular news portrayals of mentoring with meanings ascribed to mentoring relationships by academics who are part of formal mentoring programs.MethodsWe searched for articles published in the New York Times between July and December 2015. Search terms used included: mentor, mentors, mentoring or mentorship. This U.S. national newspaper was chosen for its broad focus, and large online readership. It is among the most widely read online newspapers worldwide (World Association of Newspapers and News Publishers). Our search generated 536 articles. We conducted a qualitative thematic contentan alysis to explore the nature, scope, and importance of mentorship, as depicted in these media accounts. We compared media themes identified through this analysis with those generated through in-depth interviews previously conducted with 23 academic faculty in mentoring programs at the University of Calgary (Canada). Data were extracted by two authors, and discrepancies in interpretation were resolved through discussion with a third author.The Many Faces of MentorshipIn both interviews and New York Times (NYT) accounts, mentorship is portrayed as part of the “fabric” of contemporary culture, and is often viewed as essential to career advancement. As one academic we interviewed commented: “You know the worst feeling in the world [as a new employee] is...to feel like you’re floundering and you don’t know where to turn.” In 322 NYT articles, mentorship was linked to professional successes across a variety of disciplines, with CEOs, and popular culture icons, such as rap artists and sports figures, citing mentorship as central to their achievements. Mentorship had a particularly strong presence in the arts (109 articles), sports (62 articles) business (57 articles), politics (36 articles), medicine (26 articles), and law (21 articles).In the NYT, mentorship was also a factor in student achievement and social justice issues including psychosocial and career support for refugees and youth from low socioeconomic backgrounds; counteracting youth radicalisation; and addressing gender inequality in the workplace. In short, mentorship appears to have been taken up as a panacea for a variety of social and economic ills.Mentor Identities and RolesWhile mentors in academia were supervisors or colleagues, NYT articles portrayed mentors more broadly, as family members, employers, friends and peers. Mentoring relationships typically begin with a connection which often manifests as shared experiences or goals (Merriam). One academic interviewee described mentorship in these terms: “There’s something there that you both really respect and value.” In many NYT accounts, the connection between mentors and mentees was similarly emphasized. As a professional athlete noted: “To me, it's not about collecting [mentors]...It's if the person means something to me...played some type of role in my life” (Shpigel SP.1).While most mentoring relationships develop organically, others are created through formal programs. In the NYT, 33 articles described formal programs to support career/skills development in the arts, business, and sports, and behaviour change in at-risk youth. Although many such programs relied on volunteers, we noted instances in professional sports and business where individuals were hired to provide mentorship. We also saw evidence to suggest that formal programs may be viewed as a quick fix, or palatable alternative, to more costly, or long-term organisational or societal change. For instance, one article on operational challenges at a law firm noted: “The firm's leadership...didn't want to be told that they needed to overhaul their entire organizational philosophy.... They wanted to be told that the firm's problem was work-family conflict for women, a narrative that would allow them to adopt a set of policies specifically aimed at helping women work part time, or be mentored” (Slaughter SR.1).Mutuality of the RelationshipEffective mentoring occurs when both mentors and mentees value these relationships. As one academic interviewee noted: “[My mentor] asked me for advice on certain things about where they’re going right career wise... I think that’s allowed us to have a stronger sort of mentoring relationship”. Some NYT portrayals of mentorship also suggested rich, reciprocal relationships. A dancer with a ballet company described her mentor:She doesn't talk at you. She talks with you. I've never thought about dancing as much as I've thought about it working with her. I feel like as a ballerina, you smile and nod and you take the beating. This is more collaborative. In school, I was always waiting to find a professor that I would bond with and who would mentor me. All I had to do was walk over to Barnard, get into the studio, and there she was. I found Twyla. Or she found me. (Kourlas AR.7)The mutuality of the mentorship evident in this dancer’s recollection is echoed in a NYT account of the role of fashion models in mentoring colleagues: “They were...mentors and connectors and facilitators, motivated...by the joy of discovering talent and creating beauty” (Trebay D.8). Yet in other media accounts, mentorship appeared unidirectional, almost one-dimensional: “Judge Forrest noted in court that he had been seen as a mentor for young people” (Moynihan A.21). Here, the focus seemed to be on the benefits, or status, accrued by the mentor. Importance of the RelationshipAcademic interviewees viewed mentors as sources of knowledge, guidance, feedback, and sponsorship. They believed mentorship had profoundly impacted their careers and that “finding a mentor can be one of the most important things” anyone could do. In the NYT portrayals, mentors were also recognized for the significant, often lasting, impact they had on the lives of their mentees. A choreographer said “the lessons she learned from her former mentor still inspire her — ‘he sits on my shoulder’” (Gold CT 11). A successful CEO of a software firm recollected how mentors enabled him to develop professional confidence: “They would have me facilitate meetings with clients early on in my career. It helped build up this reservoir of confidence” (Bryant, Candid Questions BU.2).Other accounts in academic interviews and NYT highlighted how defining moments in even short-term mentoring relationships can provoke fundamental and lasting changes in attitudes and behaviours. One interviewee who recently experienced a career change said she derived comfort from connecting with a mentor who had experienced a similar transition: “oh there’s somebody [who] talks my language...there is a place for me.” As a CEO in the NYT recalled: “An early mentor of mine said something to me when I was going to a new job: ‘Don't worry. It's just another dog and pony show.’ That really stayed with me” (Bryant, Devil’s Advocate BU.2). A writer quoted in a NYT article also recounted how a chance encounter with a mentor changed the course of his career: “She said... that my problem was not having career direction. ‘You should become a teacher,’ she said. It was an unusual thing to hear, since that subject had never come up in our conversations. But I was truly desperate, ready to hear something different...In an indirect way, my life had changed because of that drink (DeMarco ST.6).Mentorship was also celebrated in the NYT in the form of 116 obituary notices as a means of honouring and immortalising a life well lived. The mentoring role individuals had played in life was highlighted alongside those of child, parent, grandparent and spouse.Metaphor and ArchetypeMetaphors imbue language with imagery that evokes emotions, sensations, and memories in ways that other forms of speech or writing cannot, thus enabling us communicate complex ideas or beliefs. Academic interviewees invoked various metaphors to illustrate mentorship experiences. One interviewee spoke of the “blossoming” relationship while another commented on the power of the mentoring experience to “lift your world”. In the NYT we identified only one instance of the use of metaphor. A CEO of a non-profit organisation explained her mentoring philosophy as follows: “One of my mentors early on talked about the need for a leader to be a ‘certain trumpet’. It comes from Corinthians, and it's a very good visualization -- if the trumpet isn't clear, who's going to follow you?” (Bryant, Zigzag BU.2).By comparison, we noted numerous instances in the NYT wherein mentors were present as characters, or archetypes, in film, performing arts, and television. Archetypes exhibit attributes, or convey meanings, that are instinctively understood by those who share common cultural, societal, or racial experiences (Lane 232) For example, a NYT film review of The Assassin states that “the title character [is] trained in her deadly vocation by a fierce, soft-spoken mentor” (Scott C.4). Such characterisations rely on audiences’ understanding of the inherentfunction of the mentor role, and, like metaphors, can help to convey that which is compelling or complex.Intentionality and TrustIn interviews, academics spoke of the time and trust required to develop mentoring relationships. One noted “It may take a bit of an effort... You don’t get to know a person very well just meeting three times during the year”. Another spoke of trust and comfort as defining these relationships: “You just open up. You feel immediately comfortable”. We also found evidence of trust and intentionality in NYT accounts of these relationships. Mentees were often portrayed as seeking out and relying on mentorship. A junior teacher stated that “she would lean on mentors at her new school. You are not on that island all alone” (Rich A1). In contrast, there were few explicit accounts of intentionality and reflection on the part of a mentor. In one instance, a police officer who participated in a mentorship program for street kids mused “it's not about the talent. It was just about the interaction”. In another, an actor described her mentoring experiences as follows: “You have to know when to give advice and when to just be quiet and listen...no matter how much you tell someone how it goes, no one really wants to listen. Their dreams are much bigger than whatever fear or whatever obstacle you say may be in their path” (Syme C.5).Many NYT articles present career mentoring as a role that can be assumed by anyone with requisite knowledge or experience. Indeed, some accounts of mentorship arguably more closely resembled role model relationships, wherein individuals are admired, typically from afar, and emulated by those who aspire to similar accomplishments. Here, there was little, if any, apparent awareness of the complexity or potential impact of these relationships. Rather, we observed a casualness, an almost striking superficiality, in some NYT accounts of mentoring relationships. Examples ranged from references to “sartorial mentors” (Pappu D1) to a professional coach who shared: “After being told by a mentor that her scowl was ‘setting her back’ at work, [she] began taking pictures of her face so she could try to look more cheerful” (Bennett ST.1).Trust, an essential component of mentorship, can wither when mentors occupy dual roles, such as that of mentor and supervisor, or engage in mentoring as a means of furthering their own interests. While some academic interviewees were mentored by past and current supervisors, none reported any instance of role conflict. However in the NYT, we identified multiple instances where mentorship programs intentionally, or unintentionally, inspired divided loyalties. At one academic institution, peer mentors were “encouraged to befriend and offer mentorship to the students on their floors, yet were designated ‘mandatory reporters’ of any incident that may violate the school policy” (Rosman ST.1). In another media story, government employees in a phased-retirement program received monetary incentives to mentor colleagues: “Federal workers who take phased retirement work 20 hours a week and agree to mentor other workers. During that time, they receive half their pay and half their retirement annuity payout. When workers retire completely, their annuities will include an increase to account for the part-time service” (Hannon B.1). More extreme depictions of conflict of interest were evident in other NYT reports of mentors and mentees competing for job promotions, and mentees accusing mentors of sexual harassment and rape; such examples underscore potential for abuse of trust in these relationships.Discussion/ConclusionsOur exploration of mentorship in the NYT suggests mentorship is embedded in our culture, and is a means by which we develop competencies required to integrate into, and function within, society. Whereas, traditionally, mentorship was an informal relationship that developed over time, we now see a wider array of mentorship models, including formal career and youth programs aimed at increasing access to mentorship, and mentor-for-hire arrangements in business and professional sports. Such formal programs can offer redress to those who lack informal mentorship opportunities, and increased initiatives of this sort are welcome.Although standards of reporting in news media surely account for some of the lack of detail in many NYT reports of mentorship, such brevity may also suggest that, while mentoring continues to grow in popularity, we may have compromised substance for availability. Considerations of the training, time, attention, and trust required of these relationships may have been short-changed, and the tendency we observed in the NYT to conflate role modeling and mentorship may contribute to depictions of mentorship as a quick fix, or ‘mentorship light’. Although mentorship continues to be lauded as a means of promoting personal and professional development, not all mentoring may be of similar quality, and not everyone has comparable access to these relationships. While we continue to honour the promise of mentorship, as with all things worth having, effective mentorship requires effort. This effort comes in the form of preparation, commitment or intentionality, and the development of bonds of trust within these relationships. In short, overuse of, over-reference to, and misapplication of the mentorship label may serve to dilute the significance and meaning of these relationships. Further, we acknowledge a darker side to mentorship, with the potential for abuses of power.Although we have reservations regarding some trends towards the casual usage of the mentorship term, we are also heartened by the apparent scope and reach of these relationships. Numerous individuals continue to draw comfort from advice, sponsorship, motivation, support and validation that mentors provide. Indeed, for many, mentorship may represent an essential lifeline to navigating life’s many challenges. We, thus, conclude that mentorship, in its many forms, is here to stay.ReferencesBennett, Jessica. "Cursed with a Death Stare." New York Times (East Coast) 2 Aug. 2015, late ed.: ST.1.Bryant, Adam. "Designate a Devil's Advocate." New York Times (East Coast) 9 Aug. 2015, late ed.: BU.2.Bryant, Adam. "The Power of Candid Questions." New York Times (East Coast) 16 Aug. 2015, late ed.: BU. 2.Bryant, Adam. "Zigzag Your Way to the Top." New York Times (East Coast) 13 Sept. 2015, late ed.: BU.2.DeMarco, Peter. "One Life, Shaken and Stirred." New York Times (East Coast) 23 Aug. 2015, late ed.: ST.6.DuBois, David L., Nelson Portillo, Jean E. Rhodes, Nadia Silverhorn and Jeffery C. Valentine. "How Effective Are Mentoring Programs for Youth? A Systematic Assessment of the Evidence." Psychological Science in the Public Interest 12.2 (2011): 57-91.Eby, Lillian T., Tammy D. Allen, Brian J. Hoffman, Lisa E. Baranik, …, and Sarah C. Evans. "An Interdisciplinary Meta-analysis of the Potential Antecedents, Correlates, and Consequences of Protégé Perceptions of Mentoring." Psychological Bulletin 139.2 (2013): 441-76.Gold, Sarah. "Preserving a Master's Vision of Sugar Plums." New York Times (East Coast) 6 Dec. 2015, late ed.: CT 11.Hannon, Kerry. "Retiring, But Not All at Once." New York Times (East Coast) 22 Aug. 2015, late ed.: B.1.Kourlas, Gia. "Marathon of a Milestone Tour." New York Times Late Edition (East Coast) 6 Sept. 2015: AR.7.Lane, Lauriat. "The Literary Archetype: Some Reconsiderations." The Journal of Aesthetics and Art Criticism 13.2 (1954): 226-32.Levinson, Daniel. J. The Seasons of a Man's Life. New York: Ballantine, 1978.Merriam, Sharan. "Mentors and Protégés: A Critical Review of the Literature." Adult Education Quarterly 33.3 (1983): 161-73.Moynihan, Colin. "Man's Cooperation in Terrorist Cases Spares Him from Serving More Time in Prison." New York Times (East Coast) 24 Oct. 2015, late ed.: A.21.Pappu, Sridhar. "Tailored to the Spotlight." New York Times (East Coast) 27 Aug. 2015, late ed.: D1.Rich, Motoko. "Across Country, a Scramble Is On to Find Teachers." New York Times (East Coast) 10 Aug. 2015, late ed.: A1.Rosman, Katherine. "On the Campus Front Line." New York Times (East Coast) 27 Sept. 2015, late ed.: ST.1.Scott, AO. "The Delights to Be Found in a Deadly Vocation." New York Times (East Coast) 16 Oct. 2015, late ed.: C.4.Shpigel, Ben. "An Exchange of Respect in the Swapping of Jerseys." New York Times (East Coast) 18 Oct. 2015, late ed.: SP.1.Slaughter, Ann-Marie. "A Toxic Work World." New York Times (East Coast) 20 Sept. 2015, late ed.: SR.1.Syme, Rachel. "In TV, Finding a Creative Space with No Limitations." New York Times (East Coast) 26 Aug. 2015, late ed.: C.5.Trebay, Guy. "Remembering a Time When Fashion Shows Were Fun." New York Times (East Coast) 10 Sept. 2015, late ed.: D.8.World Association of Newspapers and News Publishers. World Press Trends Report. Paris: WAN-IFRA, 2015.

BackgroundResearch suggests health and care leaders need to develop a distinct set of political skills in order to understand and manage the competing interests and agenda that characterise health and care services.AimTo understand how healthcare leaders describe the acquisition and development of political skills with the aim of providing evidence for leadership development programme.MethodsA qualitative interview study was carried out between 2018 and 2019 with 66 health and care leaders located within the English National Health Service. Qualitative data were subject to interpretative analysis and coding, with themes related to pre-existing literature on the methods of leadership skill development.ResultsThe primary method of acquiring and developing political skill is through direct experience in leading and changing services. This is unstructured and incremental in nature with skill development increased through the accumulation of experience. Many participants described mentoring as an important source of political skill development, especially for reflecting on first-hand experiences, understanding the local environment and fine-tuning strategies. A number of participants describe formal learning opportunities as giving them permission to discuss political issues, and providing frameworks for conceptual understanding of organisational politics. Overall, no one approach appears to reflect the changing developmental needs of leaders.ConclusionsThe study suggests that healthcare leaders’ development of political skills and behaviours might be supported through an integrative approach that takes into account the evolving learning needs and opportunities at different career stages in the form of a maturation framework.

In most organisations, women are underrepresented in top positions. Many aspects of Women’s Leadership are studied in the literature for underrepresentation of women leaders. This study aims to analyse and consolidate the insights about those aspects of Women’s Leadership, which gives them a stable and secure position in the organisation, beyond the unseen walls of gender discrimination. These aspects are barriers, enablers, strengths and weaknesses of Women’s Leadership. The research method used for the study is a systematic literature review method. Peer-reviewed, scholarly journal articles and book references between 1990 and 2021 identified from the Scopus and Web of Sciences databases are considered for the study. The result showed much uniformity in the ‘Women’s Leadership’ phenomenon, globally. This research found that Women’s Leadership studies are mostly conducted in areas such as social sciences, business and management, medicine, education, etc. It also found that most women-leadership-related studies are conducted in developed countries where the percentage of women leaders is comparatively higher than in other industries. Still, women leaders in both developed and developing countries face similar barriers during their careers. The gender gap and the glass ceiling they have to break are some of the issues experienced by women in any organisation. Organisational bias, lack of assertiveness and poor networking also pose barriers to Women’s Leadership. Yet, there are some enablers for Women’s Leadership, such as mentoring, good training programmes and workplace culture. However, maintaining a work–life balance, working under pressure and excluding informal communication are considered as limitations for Women’s Leadership. Strengths, such as high emotional intelligence, empathy, democratic leadership style, sincerity and ability to make decisions under critical circumstances benefit the organisation. This study will help to get an integrated and consolidated theoretical review of different aspects of Women’s Leadership in the organisation. Moreover, the study can help to implement various organisational policies to increase the percentage of women in leadership roles.

Mentoring and coaching: Tools and techniques for implementation. Meyer, M., & Fourie, L. (2004). Randburg: Knowres Publishing. This book is aimed at providing practical guidelines for people involved in mentoring and coaching. Given the need for skills development, employee involvement and change management in South Africa, mentoring and coaching offer a method of transforming the way in which organisations train their employees, manage performance and accelerate employee career development. Further, it can be used to transfer knowledge from people with the most experience to those with less knowledge. As a result it can be a useful tool in achieving employment equity. Written by South African authors, the book is tailored to organisations in this environment where issues such as diversity place additional challenges for mentoring and coaching processes. The book is easy to read and includes a number of issues to consider as well as check lists in each of its ten chapters.

Orientation: Despite promising legislative frameworks and policies to eradicate gender imbalances in the workplace, women have yet to earn their rightful place as senior business leaders.Research purpose: The primary goal of this study was to investigate the factors that prevent women from advancing to senior leadership positions in a variety of South African business contexts.Motivation for the study: More research is required to understand the unique challenges that senior women leaders experience in various South African business contexts.Research approach/design and method: This research followed a qualitative approach. Data were gathered using semistructured interviews with nine women (n = 9) who made significant inroads in their respective professions. Theme analyses were applied to analyse the data.Main findings: The findings revealed six factors that hinder the career advancement of women to senior leadership positions: societal perceptions and stereotypes, a lack of mentorship, masculine corporate cultures, leadership identity distortions, inadequate training and development and poor work-life balance.Practical/managerial implications: Organisations are encouraged to create more feminine workplace cultures that allow women to realise their full potential and establish their identity as senior leaders. Mentoring, networking, and professional development opportunities can all assist women in advancing their careers. Senior female leaders play an essential role in fostering workplace cultures that promote equal opportunity and combat unfair discrimination on various grounds. They pave the way for younger, upcoming female talent to move into senior management positions more quickly.Contribution/value-add: This study fills important gaps in the global understanding of the factors limiting women’s career advancement to senior leadership positions. The findings of this study emphasise the importance of recognising and embracing women’s leadership competence in the modern workplace.

PurposeThe purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.Design/methodology/approachThis is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.FindingsResults suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.Originality/valueUniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.

PurposeThe aim of this paper is to explore the support that project managers receive from construction project-based organisations (PBOs) in their early careers.Design/methodology/approachFifty-seven semi-structured in-depth interviews were conducted with four key stakeholder groups including early career project managers (ECPMs) and employers from Australian construction PBOs, project management professional bodies, and university educators to ascertain (1) what organizations are currently doing and (2) what organizations can do better to support project managers in their early careers.FindingsThematic analysis revealed that construction PBOs' responsibilities to ECPMs entailed: (1) providing mentoring, (2) offering training, (3) collaborating with universities, (4) giving time and feedback and (5) assigning manageable workloads. However, the findings revealed inconsistencies in companies enacting these responsibilities.Research limitations/implicationsThis research is limited to the context of the Australian construction industry, yet the findings shed valuable insights into the current practices of construction PBOs in supporting ECPMs. From a strategic resource-based view perspective, ECPMs have the potential to serve as long-term valuable organizational resources. Failure to invest in new professional entrants constitutes an area of untapped competitive advantage.Practical implicationsConstruction PBOs looking to better support their ECPMs may use the results of this research as a guide to tailor their early career professional development initiatives.Originality/valueThe study adopts a holistic, multi-vocal approach by interviewing four key stakeholder groups. The findings contribute new insights into the role of construction PBOs in supporting ECPMs and the implications this has on the sustainability of their project management talent pool.

Orientation: Technicians are frequently promoted to supervisory positions based on their technical abilities, with scant attention focused on developing management competencies. This oversight often poses significant challenges. The effective transition from technician to supervisor is important in any organisation.Research objective: The primary objective is to identify and verify the competencies that are required for a technician and a supervisory position; the secondary objective is to identify the gap that must be filled with relevant training interventions to enable technicians to make an effective transition to a supervisory position.Motivation for this study: The identification of the management competencies required for a technician who makes a career change to a supervisor position.Research method: The sequential mixed method approach was used to enable the twophase data collection process: phase one was the quantitative phase and phase two was the qualitative phase. Main findings: The overall findings confirm that there are indeed management competencies that technicians require training and development on before being promoted to a supervisory position.Implication: Organisations need to identify the key competencies for a technician and a supervisor and implement development or training interventions that are essential to successfully transition an employee from the level of a technician to the level of a supervisor.Contribution: Organisations need to implement essential development or training interventions focused on developing management competencies and put in place support interventions such as coaching, job shadowing, mentoring and networking.

Abstract Background The purpose of the National Health and Medical Research Council Centre of Research Excellence in Pulmonary Fibrosis (CRE-PF) is to improve and extend the lives of patients living with pulmonary fibrosis through the development of a comprehensive and integrated program of basic and clinical research and education across Australia. A key objective of the CRE-PF was establishment of a unique national training scheme, CREATE, for early-career researchers (ECRs) in respiratory research. CREATE ECRs are broadly drawn from two main fields of researchers: clinicians and scientists, where clinicians tend to be involved in part-time translational research and scientists are involved in broad scientific research including laboratory or genetic research, health economics or population research. Methods We describe the CREATE Program which, with limited budget and the assistance of key organisations, has provided funding opportunities (scholarships, fellowships, prizes, travel and collaboration grants), professional development (mentoring program, symposia, presentation opportunities and on-line training) and fostered a connected, supportive research community for respiratory ECRs. Results The CREATE program has successfully fostered the development of the supported researchers, contributing substantially to the future of pulmonary fibrosis research in Australia. During the life of the program the CRE-PF has offered 10 PhD scholarships and five postdoctoral fellowships, awarded 13 travel grants and three grants to promote collaboration between ECRs from different institutes. A mentoring program has been established and CREATE Symposia have been held in association with key meetings. During COVID-19 restrictions, a series of virtual research meetings has offered 12 CREATE ECRs from seven universities the opportunity to present their research to a national audience. CREATE research-related achievements are impressive, including over 80 first-author publications by ECRs, and many conference presentations. Contributions to the research community, measured by committee membership, is also strong. Conclusions In spite of a very limited budget, wide geographic distribution of participants and the multi-disciplinary nature of the cohort, we have succeeded in providing a unique, supportive academic development environment for CREATE ECRs. Lessons learned in the process of developing this program include the importance of leveraging funding, being flexible, building networks and seeking and responding to ECR input.

The National Cultural Policy Discussion Paper—drafted to assist the Australian Government in developing the first national Cultural Policy since Creative Nation nearly two decades ago—envisages a future in which arts, cultural and creative activities directly support the development of an inclusive, innovative and productive Australia. "The policy," it says, "will be based on an understanding that a creative nation produces a more inclusive society and a more expressive and confident citizenry by encouraging our ability to express, describe and share our diverse experiences—with each other and with the world" (Australian Government 3). Even a cursory reading of this Discussion Paper makes it clear that the question of impact—in aesthetic, cultural and economic terms—is central to the Government's agenda in developing a new Cultural Policy. Hand-in-hand with the notion of impact comes the process of measurement of progress. The Discussion Paper notes that progress "must be measurable, and the Government will invest in ways to assess the impact that the National Cultural Policy has on society and the economy" (11). If progress must be measurable, this raises questions about what arts, cultural and creative workers do, whether it is worth it, and whether they could be doing it better. In effect, the Discussion Paper pushes artsworkers ever closer to a climate in which they have to be skilled not just at making work, but at making the impact of this work clear to stakeholders. The Government in its plans for Australia's cultural future, is clearly most supportive of artsworkers who can do this, and the scholars, educators and employers who can best train the artsworkers of the future to do this. Teaching Artsworkers to Measure the Impact of Their Work: The Challenges How do we train artsworkers to assess, measure and articulate the impact of what they do? How do we prepare them to be ready to work in a climate that will—as the National Cultural Policy Discussion Paper makes clear—emphasise measuring impact, communicating impact, and communicating impact across aesthetic, cultural and economic categories? As educators delivering training in this area, the Discussion Paper has made this already compelling question even more pressing as we work to develop the career-ready graduates the Government seeks. Our program, the Master of Creative Industries (Creative Production & Arts Management) offered in the Creative Industries Faculty at Queensland University of Technology in Brisbane, Australia, is, like most programs in arts and cultural management in the US, UK, Europe and Australia, offering a three-Semester postgraduate program that allows students to develop the career-ready skills required to work as managers of arts, cultural or creative organisations. That we need to train our graduates to work not just as producers of plays, paintings or recordings, but as entrepreneurial arts advocates who can measure and articulate the value of their programs to others, is not news (Hadley "Creating" 647-48; cf. Brkic; Ebewo and Sirayi; Beckerman; Sikes). Our program—which offers training in arts policy, management, marketing and budgeting followed by training in entrepreneurship and a practical project—is already structured around this necessity. The question of how to teach students this diverse skill set is, however, still a subject of debate; and the question of how to teach students to measure the impact of this work is even more difficult. There is, of course, a body of literature on the impact of arts, cultural and creative activities, value and evaluation that has been developed over the past decade, particularly through landmark reports like Matarasso's Use or Ornament? The Social Impact of Participation in the Arts (1997) and the RAND Corporation's Gifts of the Muse: Reframing the Debate about the Benefits of the Arts (2004). There are also emergent studies in an Australian context: Madden's "Cautionary Note" on using economic impact studies in the arts (2001); case studies on arts and wellbeing by consultancy firm Effective Change (2003); case studies by DCITA (2003); the Asia Pacific Journal of Arts and Cultural Management (2009) issue on "value"; and Australia Council publications on arts, culture and economy. As Richards has explained, "evaluation is basically a straightforward concept. E-value-ation = a process of enquiry that allows a judgment of amount, value or worth to be made" (99). What makes arts evaluation difficult is not the concept, but the measurement of intangible values—aesthetic quality, expression, engagement or experience. In the literature, discussion has been plagued by debate about what is measured, what method is used, and whether subjective values can in fact be measured. Commentators note that in current practice, questions of value are still deferred because they are too difficult to measure (Bilton and Leary 52), discussed only in terms of economic measures such as market share or satisfaction which are statistically quantifiable (Belfiore and Bennett "Rethinking" 137), or done through un-rigorous surveys that draw only ambiguous, subjective, or selective responses (Merli 110). According to Belfiore and Bennett, Public debate about the value of the arts thus comes to be dominated by what might best be termed the cult of the measurable; and, of course, it is those disciplines primarily concerned with measurement, namely, economics and statistics, which are looked upon to find the evidence that will finally prove why the arts are so important to individuals and societies. A corollary of this is that the humanities are of little use in this investigation. ("Rethinking" 137) Accordingly, Ragsdale states, Arts organizations [still] need to find a way to assess their progress in …making great art that matters to people—as evidenced, perhaps, by increased enthusiasm, frequency of attendance, the capacity and desire to talk or write about one's experience, or in some other way respond to the experience, the curiosity to learn about the art form and the ideas encountered, the depth of emotional response, the quality of the social connections made, and the expansion of one's aesthetics over time. Commentators are still looking for a balanced approach (cf. Geursen and Rentschler; Falk and Dierkling), which evaluates aesthetic practices, business practices, audience response, and results for all parties, in tandem. An approach which evaluates intrinsic impacts, instrumental impacts, and the way each enables the other, in tandem—with an emphasis not on the numbers but on whether we are getting better at what we are doing. And, of course, allows evaluators of arts, cultural and creative activities to use creative arts methods—sketches, stories, bodily movements and relationships and so forth—to provide data to inform the assessment, so they can draw not just on statistical research methods but on arts, culture and humanities research methods. Teaching Artsworkers to Measure the Impact of Their Work: Our Approach As a result of this contested terrain, our method for training artsworkers to measure the impact of their programs has emerged not just from these debates—which tend to conclude by declaring the needs for better methods without providing them—but from a research-teaching nexus in which our own trial-and-error work as consultants to arts, cultural and educational organisations looking to measure the impact of or improve their programs has taught us what is effective. Each of us has worked as managers of professional associations such as Drama Australia and Australasian Association for Theatre, Drama and Performance Studies (ADSA), members of boards or committees for arts organisations such as Youth Arts Queensland and Young People and the Arts Australia (YPAA), as well as consultants to major cultural organisations like the Queensland Performing Arts Centre and the Brisbane Festival. The methods for measuring impact we have developed via this work are based not just on surveys and statistics, but on our own practice as scholars and producers of culture—and are therefore based in arts, culture and humanities approaches. As scholars, we investigate the way marginalised groups tell stories—particularly groups marked by age, gender, race or ability, using community, contemporary and public space performance practices (cf. Hadley, "Bree"; Gattenhof). What we have learned by bringing this sort of scholarly analysis into dialogue with a more systematised approach to articulating impact to government, stakeholders and sponsors is that there is no one-size-fits-all approach. What is needed, instead, is a toolkit, which incorporates central principles and stages, together with qualitative, quantitative and performative tools to track aesthetics, accessibility, inclusivity, capacity-building, creativity etc., as appropriate on a case-by-case basis. Whatever the approach, it is critical that the data track the relationship between the experience the artists, audience or stakeholders anticipated the activity should have, the aspects of the activity that enabled that experience to emerge (or not), and the effect of that (or not) for the arts organisation, their artists, their partners, or their audiences. The combination of methods needs to be selected in consultation with the arts organisation, and the negotiations typically need to include detailed discussion of what should be evaluated (aesthetics, access, inclusivity, or capacity), when it should be evaluated (before, during or after), and how the results should be communicated (including the difference between evaluation for reporting purposes and evaluation for program improvement purposes, and the difference between evaluation and related processes like reflection, documentary-making, or market research). Translating what we have learned through our cultural research and consultancy into a study package for students relies on an understanding of what they want from their study. This, typically, is practical career-ready skills. Students want to produce their own arts, or produce other people's arts, and most have not imagined themselves participating in meta-level processes in which they argue the value of arts, cultural and creative activities (Hadley, "Creating" 652). Accordingly, most have not thought of themselves as researchers, using cultural research methods to create reports that inform how the Australian government values, supports, and services the arts. The first step in teaching students to operate effectively as evaluators of arts, cultural and creative activities is, then, to re-orient their expectations to include this in their understanding of what artsworkers do, what skills artsworkers need, and where they deploy these skills. Simply handing over our own methods, as "the" methods, would not enable graduates to work effectively in a climate were one size will not fit all, and methods for evaluating impact need to be negotiated again for each new context. 1. Understanding the Need for Evaluation: Cause and Effect The first step in encouraging students to become effective evaluators is asking them to map their sector, the major stakeholders, the agendas, alignments and misalignments in what the various players are trying to achieve, and the programs, projects and products through which the players are trying to achieve it. This starting point is drawn from Program Theory—which, as Joon-Yee Kwok argues in her evaluation of the SPARK National Mentoring Program for Young and Emerging Artists (2010) is useful in evaluating cultural activities. The Program Theory approach starts with a flow chart that represents relationships between activities in a program, allowing evaluators to unpack some of the assumptions the program's producers have about what activities have what sort of effect, then test whether they are in fact having that sort of effect (cf. Hall and Hall). It could, for example, start with a flow chart representing the relationship between a community arts policy, a community arts organisation, a community-devised show it is producing, and a blog it has created because it assumes it will allow the public to become more interested in the show the participants are creating, to unpack the assumptions about the sort of effect this is supposed to have, and test whether this is in fact having this sort of effect. Masterclasses, conversations and debate with peers and industry professionals about the agendas, activities and assumptions underpinning programs in their sector allows students to look for elements that may be critical in their programs' ability to achieve (or not) an anticipated impact. In effect to start asking about, "the way things are done now, […] what things are done well, and […] what could be done better" (Australian Government 12).2. Understanding the Nature of Evaluation: PurposeOnce students have been alerted to the need to look for cause-effect assumptions that can determine whether or not their program, project or product is effective, they are asked to consider what data they should be developing about this, why, and for whom. Are they evaluating a program to account to government, stakeholders and sponsors for the money they have spent? To improve the way it works? To use that information to develop innovative new programs in future? In other words, who is the audience? Being aware of the many possible purposes and audiences for evaluation information can allow students to be clear not just about what needs to be evaluated, but the nature of the evaluation they will do—a largely statistical report, versus a narrative summary of experiences, emotions and effects—which may differ depending on the audience.3. Making Decisions about What to Evaluate: Priorities When setting out to measure the impact of arts, cultural or creative activities, many people try to measure everything, measure for the purposes of reporting, improvement and development using the same methods, or gather a range of different sorts of data in the hope that something in it will answer questions about whether an activity is having the anticipated effect, and, if so, how. We ask students to be more selective, making strategic decisions about which anticipated effects of a program, project or product need to be evaluated, whether the evaluation is for reporting, improvement or innovation purposes, and what information stakeholders most require. In addition to the concept of collecting data about critical points where programs succeed or fail in achieving a desired effect, and different approaches for reporting, improvement or development, we ask students to think about the different categories of effect that may be more or less interesting to different stakeholders. This is not an exhaustive list, or a list of things every evaluation should measure. It is a tool to demonstrate to would-be evaluators points of focus that could be developed, depending on the stakeholders' priorities, the purpose of the evaluation, and the critical points at which desired effects need to occur to ensure success. Without such framing, evaluators are likely to end up with unusable data, which become a difficulty to deal with rather than a benefit for the artsworkers, arts organisations or stakeholders. 4. Methods for Evaluation: Process To be effective, methods for collecting data about how arts, cultural or creative activities have (or fail to have) anticipated impact need to include conventional survey, interview and focus group style tools, and creative or performative tools such as discussion, documentation or observation. We encourage students to use creative practice to draw out people's experience of arts events—for example, observation, documentation still images, video or audio documentation, or facilitated development of sketches, stories or scenes about an experience, can be used to register and record people's feelings. These sorts of methods can capture what Mihaly Csikszentmihalyi calls "flow" of experience (cf. Belfiore and Bennett, "Determinants" 232)—for example, photos of a festival space at hourly intervals or the colours a child uses to convey memory of a performance can capture to flow of movement, engagement, and experience for spectators more clearly than statistics. These, together with conventional surveys or interviews that comment on the feelings expressed, allow for a combination of quantitative, qualitative and performative data to demonstrate impact. The approach becomes arts- and humanities- based, using arts methods to encourage people to talk, write or otherwise respond to their experience in terms of emotion, connection, community, or expansion of aesthetics. The evaluator still needs to draw out the meaning of the responses through content, text or discourse analysis, and teaching students how to do a content analysis of quantitative, qualitative and performative data is critical at this stage. When teaching students how to evaluate their data, our method encourages students not just to focus on the experience, or the effect of the experience, but the relationship between the two—the things that act as "enablers" "determinants" (White and Hede; Belfiore and Bennett, "Determinants" passim) of effect. This approach allows the evaluator to use a combination of conventional and creative methods to describe not just what effect an activity had, but, more critically, what enabled it to have that effect, providing a firmer platform for discussing the impact, and how it could be replicated, developed or deepened next time, than a list of effects and numbers of people who felt those effects alone. 5. Communicating Results: Politics Often arts, cultural or creative organisations can be concerned about the image of their work an evaluation will create. The final step in our approach is to alert students to the professional, political and ethical implications of evaluation. Students learn to share their knowledge with organisations, encouraging them to see the value of reporting both correct and incorrect assumptions about the impact of their activities, as part of a continuous improvement process. Then we assist them in drawing the results of this sort of cultural research into planning, development and training documents which may assist the organisation in improving in the future. In effect, it is about encouraging organisations to take the Australian government at its word when, in the National Cultural Policy Discussion Paper, it says it that measuring impact is about measuring progress—what we do well, what we could do better, and how, not just success statistics about who is most successful—as it is this that will ultimately be most useful in creating an inclusive, innovative, productive Australia. Teaching Artsworkers to Measure the Impact of Their Work: The Impact of Our Approach What, then, is the impact of our training on graduates' ability to measure the impact of work? Have we made measurable progress in our efforts to teach artsworkers to assess and articulate the impact of their work? The MCI (CP&AM) has been offered for three years. Our approach is still emergent and experimental. We have, though, identified a number of impacts of our work. First, our students are less fearful of becoming involved in measuring the value or impact of arts, cultural and creative programs. This is evidenced by the number who chooses to do some sort of evaluation for their Major Project, a 15,000 word individual project or internship which concludes their degree. Of the 50 or so students who have reached the Major Project in three years—35 completed and 15 in planning for 2012—about a third have incorporated evaluation into their Major Project. This includes evaluation of sector, business or producing models (5), youth arts and youth arts mentorship programs (4), audience development programs (2), touring programs (4), and even other arts management training programs (1). Indeed, after internships in programming or producing roles, this work—aligned with the Government's interest in improving training of young artists, touring, audience development, and economic development—has become a most popular Major Project option. This has enabled students to work with a range of arts, cultural and creative organisations, share their training—their methods, their understanding of what their methods can measure, when, and how—with Industry. Second, this Industry-engaged training has helped graduates in securing employment. This is evidenced by the fact that graduates have gone on to be employed with organisations they have interned with as part of their Major Project, or other organisations, including some of Brisbane's biggest cultural organisations—local and state government departments, Queensland Performing Arts Centre, Brisbane Festival, Metro Arts, Backbone Youth Arts, and Youth Arts Queensland, amongst others. Thirdly, graduates' contribution to local organisations and industry has increased the profile of a relatively new program. This is evidenced by the fact that it enrols 40 to 50 new students a year across Graduate Certificate / MCI (CP&AM) programs, typically two thirds domestic students and one third international students from Canada, Germany, France, Denmark, Norway and, of course, China. Indeed, some students are now disseminating this work globally, undertaking their Major Project as an internship or industry project with an organisation overseas. In effect, our training's impact emerges not just from our research, or our training, but from the fact that our graduates disseminate our approach to a range of arts, cultural and creative organisations in a practical way. We have, as a result, expanded the audience for this approach, and the number of people and contexts via which it is being adapted and made useful. Whilst few of students come into our program with a desire to do this sort of work, or even a working knowledge of the policy that informs it, on completion many consider it a viable part of their practice and career pathway. When they realise what they can achieve, and what it can mean to the organisations they work with, they do incorporate research, research consultant and government roles as part of their career portfolio, and thus make a contribution to the strong cultural sector the Government envisages in the National Cultural Policy Discussion Paper. Our work as scholars, practitioners and educators has thus enabled us to take a long-term, processual and grassroots approach to reshaping agendas for approaches to this form of cultural research, as our practices are adopted and adapted by students and industry stakeholders. Given the challenges commentators have identified in creating and disseminating effective evaluation methods in arts over the past decade, this, for us—though by no means work that is complete—does count as measurable progress. References Beckerman, Gary. "Adventuring Arts Entrepreneurship Curricula in Higher Education: An Examination of Present Efforts, Obstacles, and Best pPractices." The Journal of Arts Management, Law, and Society 37.2 (2007): 87-112. Belfiore, Eleaonora, and Oliver Bennett. "Determinants of Impact: Towards a Better Understanding of Encounters with the Arts." Cultural Trends 16.3 (2007): 225-75. ———. "Rethinking the Social Impacts of the Arts." 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