HRD Perspectives on Developmental Relationships: Connecting and Relating at Work

HRD Perspectives on Developmental Relationships
	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