Developmental relationships constitute interdependent, generative connections that promote growth and learning among individuals. While studies reporting the impact of developmental relationships on learning, performance, and career development leaves no doubt about its relevance to the human resource development (HRD) field, we lack an in-depth understanding of how developmental relationships apply to the myriad of topics relevant to contemporary HRD research and practice such as social justice, diversity and equity, leadership development, career transitions, knowledge sharing, organization development, employee engagement, organizational learning culture, globalization, national HRD, and technology at work.
This book presents a comprehensive collection of evidence-based studies and conceptual articles that explore how developmental relationships that are cultivated within and outside of the workplace apply to those clusters of topics in HRD. Organized around six themes, the chapters examine topics such as knowledge management, critical perspectives on gender, diversity, and equity, building a learning organization, talent development, and emotional closeness in the context of virtual workplaces. In doing so, the book highlight how research on developmental relationships can be the underlying thread connecting the otherwise disconnected varied topical foci of HRD research and practice, thus broadening our understanding of the relevance of developmental relationships within the HRD field.
This volume advances HRD scholarship and will appeal to researchers interested in exploring the nature and benefits of developmental relationships including mentoring and coaching.
Author(s): Rajashi Ghosh, Holly M. Hutchins
Publisher: Palgrave Macmillan
Year: 2022
Language: English
Pages: 538
City: Cham
Acknowledgments
Contents
Notes on Contributors
List of Figures
List of Tables
1 Situating Developmental Relationships Within HRD Research and Practice
Introduction
The State of Developmental Relationship Research in HRD: Where to go from Here
Why We Need to Situate Developmental Relationship Research Centrally in the Field of HRD
Overview of Book Foci
References
Part I Talent Development: Learning & Performance Perspectives
2 Using Developmental Relationships to Navigate Career Transitions: Implications for Diverse Populations
Career Transitions and HRD
Defining Developmental Relationships
Formal Mentoring
Informal Mentoring
Coaching
Developmental Networks
Career Transition Phase 1: Career Preparation
Career Transition Phase 2: Occupational Identity Formation
Diverse Developmental Networks
Potential Threats to Developmental Relationships during Career Transitions
Equity, Access, and Discrimination
Conflicts of Interest
Conflicting Advice
Supporting Successful Developmental Relationships for Career Transitions
Complementary Personal Characteristics
Communication Processes
Contextual Factors
Conclusion
References
3 Making the Connection Between Developmental Relationships and Employee Engagement
Introduction
Context (Why and When)
Constellation (What)
Curators (Who)
Engagement (How)
Outcomes
Implications to HRD Practice and Research
References
4 Coaching the Imposter: Developing Emerging Leaders as They Negotiate Identity and Imposter Concerns
Literature Review
Leader Identity
The Leader’s Imposter
Coaching, Leader Identity, and Imposter Phenomenon
Methods
Data Sources
Sample
Scale
Intervention
Logic Model
Data Analysis
Results and Findings
Case 1: Bellamy
Leader Identity
Imposter Phenomenon
Coaching Strategies
Case 2: Campbell
Leader Identity
Imposter Phenomenon
Coaching Strategies
Case 3: Jordan
Leader Identity
Imposter Phenomenon
Coaching Strategies
Case 4: Kendall
Leader Identity
Imposter Phenomenon
Coaching Strategies
Case 5: Matthew
Leader Identity
Imposter Phenomenon
Coaching Strategies
Cross-Case Findings
Coaching Strategies
Conclusion and Implications
Leader Identity Development
Implications of the Study
Implications for Intersectional Leaders with IP
Implications for Leadership Coaches
Conclusion
References
Part II Knowledge Management & OD Perspectives
5 Leaders Fostering Dialogue Through Developmental Relationships: An OD Perspective
Dialogic Organization Development
Psychological Safety
Role of Developmental Relationships
Dialogue with Followers Through Individual Relationships
Dialogue with Other Leaders Through Individual Relationships
Dialogue to Foster Group Learning and Knowledge Creation
Theory-Based Tools for Group Knowledge Creation
Technology of Participation
Liberating Structures
Design Thinking
Conclusions
References
6 Inter-Generational Developmental Network and the Impact of Technology on Knowledge Creation and Sharing
An Overview of Generational Research
Structure of the Development Network
Developmental Network Structures Among Generations
Size of the Developmental Network: Generational Differences
Range of the Developmental Network: Generational Differences
Impact of Technology on Development Network Cases
Promises of Research on Social Capital and Social Network for Inter-Generational Developmental Networks
Framework for Applying Social Networks to Studying Inter-Generational Developmental Networks
Discussion, Implications, and Conclusion
References
7 The Power of Embedded Developmental Relationships: Examining Interdependencies Among Informal Learning, Developmental Coaching Relationships, and Organizational Culture
Introduction
Informal and Incidental Learning
Developmental Relationships through Coaching
Defining Development
Organizational Culture
Lessons from Experience: The Global Biomedical Company [GBC]
Theory of Change
Findings
Being a Coach is More Impactful than Being Coached
Creating a Learning Culture
Reflections
Implications
Interdependence between Context and Developmental Relationships
Current and Future Issues for HRD
References
Part III Inclusion and Social Justice Perspectives
8 Mentoring Diverse Leaders: The Necessity of Identity Work
The Power of Mentoring
Mentoring, Identity Work, and Diverse Leaders
Diverse Mentoring Relationships and Leader Identity Work
The “How” of Identity Work
Future Directions for Research and Practice
References
9 Using Feminist Mentoring to Deconstruct Privilege and Power in Developmental Relationships: A Narrative Inquiry
Theoretical Framework
Narrative Inquiry
Findings
Ague Mae’s Narrative
Early Childhood Influences
Professional Mentoring Experiences
Feminist Mentoring Critique of Experiences
Josh’s Narrative
Early Childhood Influences
Professional Mentoring Experiences
Feminist Mentoring Critique of Experiences
Comparison of Narratives
Implications and Conclusion
References
10 Employee Resource Groups: Enabling Developmental Relationships to Support Socially just and Morally Inclusive Organizations
The Emergence of ERGs
Developmental Relationships and Relational Activism
Social Identity: An Empowering Force for Change
The Power of Dialogue and Collective Voice
Toward More Socially just and Inclusive Organizations
A Developmental Relationship Model for Justice-Principled Organizations
Action Stages and Propositions of the Model
Conclusion
References
Part IV Online and Virtual Relating Perspectives
11 “Can You Hear Me Now?” Technical and Human Factors in Virtual Developmental Relationships
Mentoring and Coaching
Mentoring
Mentoring Defined
Mentoring Efficacy
Coaching
Coaching Defined
Coaching Efficacy
eMentoring and eCoaching
eMentoring
eCoaching
Research on VDRs
Challenges of Virtual Developmental Relationships (VDRs)
Efficacy of Virtual VDRs
Benefits of Blended VDRs
Technological Factors in VDRs
Setting Priorities in Virtual Developmental Relationships
Technical Logistics for Virtual DVRs
Developing Telepresence
Bug-In-Ear (BIE) Coaching
Artificial Intelligence and Virtual Developmental Relationships
AI Promise and Challenge
Types of AI Coaching: Simulators and Expert Systems
Coach Amanda and Me: A Phenomenology of AI-Based Coaching
Human Factors in VDRs
Justice, Equity, Diversity, and Inclusion (JEDI) in VDRs
VDRs in Demographically Diverse Dyads
Broaching Style for JEDI Issues
Conclusion
References
12 Using Developmental Relationships to Foster Trust in Effective Virtual Teams: Lessons in Emergency Preparedness from the COVID-19 Pandemic
Introduction
The Emergence of Virtual Teams
The Benefits and Challenges of Working in Virtual Teams
Barriers, Possible Solutions, and the Role of Developmental Relationships in Building Trust Within Virtual Teams
Individual Level of Analysis
Organizational Level of Analysis
Technological Level of Analysis
Team Level of Analysis
Guidelines for Effective Relationships in Virtual Teams
Implications for HRD Research and Practice
Conclusion
References
13 Blurring of Boundaries Between Work and Home: The Role of Developmental Relationships in the Future of Work
Introduction
A Conceptual Framework
Context for the Future of Work
The Surge in Remote Working
The Digitalization of Work
Blurring of Work-Life Boundaries
Transition Between Professional and Home Domains
Role of Developmental Relationships
Emergence of Virtual Developmental Relationships
Outcomes of Developmental Relationships
Discussion, Implications, and Conclusions
Implications for HRD Research
Implications for HRD Practice
Limitations and Future Lines of Research
References
Part V Globalization and National Capacity Building Perspectives
14 Successful Expatriation and Repatriation for Both Employers and Assignees: A Developmental Relationship Perspective
Prevalence of International Assignments in Multinational Companies
A Developmental Relationship Perspective on Expatriation and Repatriation
Challenges in Achieving Successful Expatriation and Repatriation
Literature Review Process
Findings
Types of Developers in the Expatriation Context
Different Types of Support Provided Through Developmental Relationships
Positive Individual and Organizational Outcomes
Relationship-Associated Challenges for Organizations and Individuals
Employer-Level Challenges
Individual-Level Challenges
Implications for Organizations and Individuals
For Employers
For Individuals
Conclusion and Future Research
References
15 Cross-Cultural Styles of Relating and Connecting in Developmental Relationships
Cross-Cultural Dimensions Relevant to Relating and Connecting
Application of Cross-Cultural Dimensions
Cross-Cultural Relating and Connecting: Dyadic Developmental Relationships at Work
A Convergence of Organizational and Employee Values and Needs
The Elevating Importance of Dyadic and Individualized Learning
Dyad Quality Through Interactional Richness
Intercultural and Interpersonal Communication in Dyads
Relating and Connecting Tools
Conclusion
References
16 How Developmental Relationships Can Be Used by Organizations and Governments as Tools for National HRD Initiatives: India and Spain
Purpose and Research Question
Methodologies, Methods, and Contexts
Contexts
NHRD in India
NHRD in Spain
Findings
Developmental Relationships at the Organizational Level
Developmental Relationships in India Context
Developmental Relationships in Spain Context
Developmental Relationships at the National Level
Developmental Relationships in India Context
Developmental Relationships in Spain Context
Comparative Discussion
Conclusions and Future Research
References
Part VI Evaluation and Assessment Perspectives
17 Assessing the Impact of Developmental Relationships in a Humanitarian Context
Evaluating the Impact of Mentoring
HRD within the Humanitarian Sector
MSF and Mentoring: Case Study Background
MSF MCHub Mentoring Program Impact Evaluation
The Origins of the Mentoring Program
Approach to Mentoring
Methodology
Findings
Phase 1 Findings
Quantitative Findings
Qualitative Findings
Phase 2 Findings
Quantitative Findings
Qualitative Findings
Long-Term Evaluation Strategy for MSF
Implications and Conclusion
Final Thoughts
Appendix
References
18 Needs Assessment in Assessing, Building, and Supporting Developmental Relationships in Organizations
Literature Search and Review
Literature Search Process
Needs Assessment Models for Mentoring
A Taxonomy of Needs Assessment Approaches
Assessing the Need to Initiate and Build Development Relationships
Knowledge and Skills Assessment of Entrepreneurs in a Rural Area
Job and Task Analysis of a Federal Agency
Using Needs Assessment to Build Developmental Relationships Over Time
Strategic Needs Assessment of a Textile Manufacturing Group
Complex Needs Assessment of a Primary Care Practice
Implications for Practice and Future Research
Conclusions
References
19 Seeking Support from Multiple Developers: Assessing Optimal Structure, Content, Antecedents, and Outcomes of Developmental Networks
Introduction
Assessing Developmental Network Size
Assessing Strength of Ties in Developmental Networks
Assessing Developmental Network Density
Assessing Developmental Network Range
Assessing Demographic Diversity in Developmental Networks
Assessing Developmental Network Support and Multiplexity
Antecedents of Developmental Networks
Individual Factors Influencing Developmental Networks
Relational Factors Influencing Developmental Networks
Organizational/Contextual Factors Influencing Developmental Networks
Outcomes of Developmental Networks
Benefits for Developees
Benefits for Developers
Conclusion
References
Part VII Conclusion
20 Connecting and Relating Through Developmental Relationships
Introduction
Reflecting on the Parts of This Book
Reflecting on the Sum of the Parts: Cross Chapter Connections and Future Research Directions
Level of Ecosystem
Types of Developers
Types of Mentoring/Developing Focused on Unique Needs of Diverse Populations
Role of Developers in Developmental Relationships & Beneficial Outcomes
Essential Elements for Strong and Positive Developmental Relationships
Tools/Technologies for Developmental Relationships
Conclusions
References
Index
