Mentoring Diverse Leaders provides up-to-date research on the impact of mentoring relationships in organizations, particularly as they relate to cultivating diverse leadership. Contributions from experts in the fields of psychology, business, law, non-profit management, and engineering draw connections between mentoring research, theory, and practice in both domestic and global organizations. Rather than standing apart from the broader goals and objectives of these organizations, they demonstrate the ways mentoring for diversity actually drives innovation and change, talent management, organizational commitment, and organizational success.
Table of Contents
Part I: Creating Change for People
1. G.I.V.E.-based Mentoring in Diverse Organizations: Cultivating Positive Identities in Diverse Leaders Stephanie J. Creary and Laura Morgan Roberts
2. Mentoring Relationships of Professional Indian Women: Extending the Borders of our Understanding at the Intersection of Gender and Culture Stacy Blake-Beard, Jessica Halem, Estelle E. Archibold, Dorian Olivier Boncoeur, Andrea R. Burton and Payal Kumar
3. Mentoring Latinos: An Examination of Cultural Values through the Lens of Relational Cultural Theory Donna Maria Blancero and Natalie Cotton-Nessler
4. Moving beyond the Heroic Journey Myth: A Look at the Unique Experiences of Black Women in Academic Engineering Gilda Barabino, Shereka Banton and Cheryl Leggon
Part II: Creating Change for Processes
5. The Emerging Power of Peer Mentoring within Academic Medicine Audrey Murrell and Jeannette E. South-Paul
6. Re-conceptualizing Sponsorship of Women Leaders as an Organizational Routine Karen L. Proudford and Montressa L. Washington
7. Mentoring as a Means to Achieve Inclusion: A Focus on Practice and Research on Women in India Nisha Nair and Neharika Vohra
8. Creating Effective Mentoring Programs for Women of Color Katherine Giscombe
Part III: Creating Change for Paradigms
9. Climbing the Ladder or Kicking It Over? Bringing Mentoring and Class into Critical Contact Maureen Scully, Stacy Blake-Beard, Diane Feliciano and Regina O'Neill
10. Using Critical Management Studies to Advance Mentoring Theory and Practice Michelle A. Kweder
11. New Pathways and Alternative Settings: Applying Social Justice Principles to Mentoring in the Academy Meg A. Bond, Maureen O’Connor and Amanda Clinton
12. Peer Mentoring Retreats for Addressing Dilemmas of Senior Women in STEM Careers: The Nag’s Heart Model Margaret S. Stockdale, Donna M. Chrobot-Mason, Randie C. Chance and Faye Crosby
13. Postface: Reflections on the Multiple Faces of Mentoring in the Twenty-First Century Ella L. J. Edmondson Bell-Smith and Stella M. Nkomo
Audrey J. Murrell is Associate Dean, Kenneth R. Woodcock Faculty Fellow, and Director of the David Berg Center for Ethics and Leadership at the University of Pittsburgh, Katz Graduate School of Business and College of Business Administration.
Stacy Blake-Beard is the Deloitte Ellen Gabriel Chair of Women and Leadership and Faculty Affiliate at the Center for Gender in Organizations at the Simmons School of Management. She is also Visiting Faculty with the Vedica Scholars Programme for Women in New Delhi, India.
"I am particularly impressed by this book’s attention to leveraging change at multiple levels of analysis – creating change for people, processes, and even the mentoring paradigm. The rich focus on a multiplicity of identities creates a sophisticated approach toward understanding mentoring dynamics. The deep dive into processes provides thoughtful approaches toward developing more diverse cohorts of organizational leaders. The willingness to question assumptions of hierarchy stimulates insightful discussion of the links between mentoring and social inequality. I strongly recommend this book to anyone seeking to understand the field of mentoring as well as the role of mentoring in leadership development."
—Alison M. Konrad, Corus Entertainment Chair in Women in Management, Ivey Business School, Western University.
"This thought-provoking volume provides provocative insights and alternative paradigms that can spark important new dialogues between diversity and mentoring scholars and generate new research that explains the complex relationship between mentoring and diversity in the workplace."
—Belle Rose Ragins, Professor of Human Resource Management, University of Wisconsin-Milwaukee, USA.