Regina M. O'Neill

Sex differences in the perceived importance of mentoring functions

Purpose – To be the first study to consider the difference between mens and womens perceptions of most important mentoring functions. Design/methodology/approach – Survey recipients identified the three most important things that mentors can do for their proteges. Two independent coders categorized the behaviors listed by the 637 respondents. Findings – There was little difference between mens and womens perceptions of important mentoring behaviors. Women more than men reported championing and acceptance and confirmation behaviors to be in what they consider the top three for importance. Additionally, the lists respondents generated under‐represented the mentoring behaviors commonly identified in the extant literature, whereas some of the behaviors most frequently identified are not well represented in the mentoring literature. Research limitations/implications – Respondents were graduates of a top‐tier MBA program, although from multiple years. Future research should examine perceptions of mentoring behaviors by employees with different educational backgrounds and across cultures, particularly to explore perceptions of mentoring behaviors where cultural and gender stereotypes are present. Practical implications – The design of mentoring programs and fostering of cross‐sex mentoring are discussed in lieu of managing protege expectations and educating mentors about actual expectations versus the expectations they might associate with the other sex. Originality/value – The findings here extend existing research by first asking men and women to generate a list of what they perceive to be the three most important mentoring behaviors and then showing that, for MBAs at least, there is little difference across the sexes.

Gender Barriers to the Female Mentor – Male Protégé Relationship

This paper explores gender barriers to the formation of the female mentor – male protégé relationship. The authors consider both physiological as well as social gender as a way to help understand the scarcity of these relationships. A number of gender-related factors are considered, including organizational demographics, relational demography, sexual liaisons, gender stereotypes, gender behaviors, and power dynamics. The paper concludes with directions for future research that will help provide further insights into the development and success of the female mentor – male protégé relationship.

The Invisible Work of Managing Visibility for Social Change Insights From the Leadership of Reverend Dr. Martin Luther King Jr

In this article, we introduce the concept of tempered visibility as a lens through which to view Martin Luther King Jr.s civil rights leadership. First, we review the academic literature on visibility and its implications for leadership. Second, we outline key moral and sociopolitical factors that enabled King to become visible. Third, we provide examples of how King intentionally increased and decreased his exposure while leading key events in the Civil Rights Movement. From Kings example, the process by which leaders gain visibility and the positive and negative outcomes of visibility for leaders and their change efforts is learned. This analysis extends the understanding of the strategic management of visibility as a tool that is motivated by personal goals, social pressures, and moral concerns and that is critical for managing impressions and leading social change.