Die Wirkung von Beziehungsenergie im Cross-Mentoring

Chapter
First Online:

Zusammenfassung

Die Einflussfaktoren der Wirksamkeit von formalen Mentoring- und Cross-Mentoringbeziehungen wurden in den letzten Jahren vielfach beforscht. In unserer explorativen Studie untersuchen wir den Einfluss der subjektiv wahrgenommenen zwischenmenschlichen Energie der beiden Tandempartner, der sogenannten Beziehungsenergie, auf Qualität und Nutzen der Mentoringbeziehung. Basierend auf 67 Tandems eines Cross-Mentoringprogramms in Deutschland haben wir das intuitiv wahrgenommene Energieniveau und dessen Verlauf in den Tandems untersucht. Die ersten Ergebnisse aus der Studie verdeutlichen, dass die Beziehungsenergie im Tandem die wahrgenommene Qualität und den Nutzen der Mentoringbeziehung signifikant beeinflusst. Darüber hinaus zeigen wir Treiber der Beziehungsenergie auf, die deren Entwicklung positiv beeinflussen können. Damit sind wir in der Lage, Beiträge zur wissenschaftlichen Diskussion, aber auch praktische Handlungsempfehlungen zur Nutzung des Energiekonzeptes in Cross-Mentoringbeziehungen zu leisten.

This is a preview of subscription content, log in to check access.

Notes

Danksagung

Wir bedanken uns bei Frau Simone Schönfeld und Frau Dr. Nadja Tschirner der Münchner Unternehmensberatung Cross Consult für die Möglichkeit der Durchführung dieses Forschungsprojekts und bei den Mentees und MentorInnen, die durch die Beantwortung des Fragebogens dabei aktiv mitgewirkt haben.

Literatur

  1. 1.
    Allen, T. D., & Eby, L. T. (2003). Relationship effectiveness for mentors: Factors associated with learning and quality. Journal of Management, 29(4), 469–486.CrossRefGoogle Scholar
  2. 2.
    Allen, T. D., Eby, L. T., & Lentz, E. (2006). The relationship between formal mentoring program characteristics and perceived program effectiveness. Personnel Psychology, 59(1), 125–153.CrossRefGoogle Scholar
  3. 3.
    Allen, T. D., Eby, L. T., O’Brien, K. E., & Lentz, E. (2008). The state of mentoring research: A qualitative review of current research methods and future research implications. Journal of Vocational Behavior, 73(3), 343–357.CrossRefGoogle Scholar
  4. 4.
    Atwater, L., & Carmeli, A. (2009). Leader-member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264–275.CrossRefGoogle Scholar
  5. 5.
    Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47(4), 644–675.CrossRefGoogle Scholar
  6. 6.
    Bearman, S., Hunt, L., & Crosby, F. J. (2007). New directions in mentoring. In T. D. Allen & L. T. Eby (Hrsg.), The Blackwell handbook of mentoring (S. 373–395). Chichester: Wiley.Google Scholar
  7. 7.
    Blake-Beard, S., Bayne, M. L., Crosby, F. J., & Muller, C. B. (2011). Matching by race and gender in mentoring relationships: Keeping our eyes on the prize. Journal of Social Issues, 67(3), 622–643.CrossRefGoogle Scholar
  8. 8.
    Blake-Beard, S. D., O´Neill, R. M., & McGowan, E. M. (2007). Blind dates? The importance of matching in successful formal mentoring relationships. In B. R. Ragins & K. E. Kram (Hrsg.), The handbook of mentoring at work. Theory, research, and practice (S. 617–632). Thousand Oaks: Sage Publications.Google Scholar
  9. 9.
    Bozionelos, N., Bozionelos, G., Polychroniou, P., & Kostopoulos, K. (2014). Mentoring receipt and personality: Evidence for non-linear relationships. Journal of Business Research, 67(2), 171–181.CrossRefGoogle Scholar
  10. 10.
    Bruch, H., & Ghoshal, S. (2003). Unleashing organizational energy. MIT Sloan Management Review, 45(1), 45–51.Google Scholar
  11. 11.
    Cameron, K. S. (2013). Practicing positive leadership. Tools and techniques that create extraordinary results. San Francisco: Berrett-Koehler Publishers.Google Scholar
  12. 12.
    Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of High-quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26, 81–98.CrossRefGoogle Scholar
  13. 13.
    Chao, G. T. (2009). Formal mentoring: Lessons learned from past practice. Professional Psychology: Research and Practice, 40(3), 314–320.CrossRefGoogle Scholar
  14. 14.
    Chao, G. T., Walz, P. M., & Gardner, P. D. (1992). Formal and informal mentorships: A comparison on mentoring functions ans conttrast with nonmentored counterparts. Personnel Psychology, 45, 619–636.CrossRefGoogle Scholar
  15. 15.
    Cole, M. S., Bruch, H., & Vogel, B. (2005, August). Development and validation of a measure of organizational energy. Paper presented at the Academy of Management Annual Meeting, Honolulu.Google Scholar
  16. 16.
    Cole, M. S., Bruch, H., & Vogel, B. (2012). Energy at work: A measurement validation and linkage to unit effectiveness. Journal of Organizational Behavior, 33, 445–467.CrossRefGoogle Scholar
  17. 17.
    Cross, R., Baker, W., & Parker, A. (2003). What creates energy in organizations? MIT Sloan Management Review, 44(4), 51–56.Google Scholar
  18. 18.
    Derman, L., Barkhuizen, N., & Stanz, K. (2011). The validation of a measure or organisational energy in the South African context. SA Journal of Human Resource Management, 9(1), 1–11.CrossRefGoogle Scholar
  19. 19.
    Dhawan, S. K., Roy, S., & Kumar, S. (2002). Organizational energy: An empirical study in Indian R&D laboratories. R&D Management, 32(5), 397–408.CrossRefGoogle Scholar
  20. 20.
    Dutton, J. E. (2003). Energize your workplace. How to create and sustain High-Quality connections at work. Sans Francisco: Wiley.Google Scholar
  21. 21.
    Dutton, J. E., & Heaphy, E. D. (2003). The power of High-Quality connections. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Hrsg.), Positive organizational scholarship. Foundations of a new discipline (S. 263–278). San Francisco: Berrett-Koehler.Google Scholar
  22. 22.
    Eby, L. T. (2011). Mentoring. In S. Zedeck (Hrsg.), APA handbook of industrial and organizational psychology (Bd. 2, S. 505–525)., Selecting and developing members for the organization Washington: American Psychological Association.Google Scholar
  23. 23.
    Eby, L. T., & Lockwood, A. (2005). Protégés’ and mentors’ reactions to participating in formal mentoring programs: A qualitative investigation. Journal of Vocational Behavior, 67(3), 441–458.CrossRefGoogle Scholar
  24. 24.
    Ensher, E. A., & Murphy, S. E. (1997). Effects of race, gender, perceived similarity, and contact on mentor relationships. Journal of Vocational Behavior, 50(3), 460–481.CrossRefGoogle Scholar
  25. 25.
    Finkelstein, L. M., Poteet, M. L., & Eby, L. T. (2007). Best practices in workplace formal mentoring programs. In T. D. Allen (Hrsg.), The blackwell handbook of mentoring (S. 345–367). Chichester: Wiley.Google Scholar
  26. 26.
    Fletscher, J. K., & Ragins, B. R. (2007). Stone center relational cultural theory: A window on relational mentoring In B. R. Ragins & K. E. Kram (Hrsg.), The handbook of mentoring at work. Theory, research, and practice (S. 373–399). Thousand Oaks: Sage Publications.Google Scholar
  27. 27.
    Frederickson, B. (1999). What good are positive emotions? Review of General Psychology, 2(3), 300–319.CrossRefGoogle Scholar
  28. 28.
    Frederickson, B. (2003). Positive emotions and upward spirals in organizations. In K. S. Cameron, J. Dutton, & R. E. Quinn (Hrsg.), Positive organizational scholarship. Foundations of a New Diszipline (S. 163–175). San Francisco: Berrett-Koehler.Google Scholar
  29. 29.
    Frederickson, B. (2004). The broaden-and-build-theory of positive emotions. The Royal Society, 359, 1367–1377.Google Scholar
  30. 30.
    Germain, M.-L. (2011). Formal mentoring relationships and attachment theory: Implications for human resource development. Human Resource Development Review, 10(2), 123–150.CrossRefGoogle Scholar
  31. 31.
    Ghosh, R., & Reio, T. G., Jr. (2013). Career benefits associated with mentoring for mentors: A meta-analysis. Journal of Vocational Behavior, 83(1), 106–116.CrossRefGoogle Scholar
  32. 32.
    Godshalk, V. M., & Sosik, J. J. (2000). Does mentor-protégé agreement on mentor leadership behavior influence the quality of a mentoring relationship? Group & Organization Management, 25(3), 291.CrossRefGoogle Scholar
  33. 33.
    Haggard, D. L., & Turban, D. B. (2012). The mentoring relationship as a context for psychological contract development. Journal of Applied Social Psychology, 42(8), 1904–1931.CrossRefGoogle Scholar
  34. 34.
    Haggard, D. L., Dougherty, T. W., Turban, D. B., & Wilbanks, J. E. (2011). Who is a mentor? A review of evolving definitions and implications for research. Journal of Management, 37(1), 280–304.CrossRefGoogle Scholar
  35. 35.
    Hale, R. (2000). To match or mis-match? The dynamics of mentoring as a route to personal and organizational learning. Career Development International, 5(4/5), 223–234.CrossRefGoogle Scholar
  36. 36.
    Harrison, D. A., Price, K. H., & Bell, M. P. (1998). Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96–107.CrossRefGoogle Scholar
  37. 37.
    Hegstad, C. D., & Wentling, R. M. (2005). Organizational antecedents and moderators that impact on the effectiveness of exemplary formal mentoring programs in fortune 500 companies in the United States. Human Resource Development International, 8(4), 467–487.CrossRefGoogle Scholar
  38. 38.
    Jansen, K. J. (2004). From persistence to pursuit: A longitundibal examination of momentum during the early stages of strategic change. Organization Science, 15(3), 276–294.CrossRefGoogle Scholar
  39. 39.
    Kalbfleisch, P. J. (2000). Similarity and attraction in business and academic environments: Same and cross-sex mentoring selationships. Review of Business, 21(1/2), 58.Google Scholar
  40. 40.
    Keil, M. (1995). Pulling the plug: Software project management and the problem of project escalation. MIS Quarterly, 19(4), 421–447.CrossRefGoogle Scholar
  41. 41.
    Kram, K. E. (1985). Mentoring at work. Developmental relationships in organizational life. Glenview, IL: Scott, Foresman and Company.Google Scholar
  42. 42.
    Kram, K. E., & Ragins, B. R. (2007). The landscape of mentoring in the 21st century. In B. R. Ragins & K. E. Kram (Hrsg.), The handbook of mentoring at work. Theory, research, and practice (S. 659–692). Thousand Oaks: Sage Publications.Google Scholar
  43. 43.
    Lankau, M. J., Riordan, C. M., & Thomas, C. H. (2005). The effects of similarity and liking in formal relationships between mentors and protÈgÈs. Journal of Vocational Behavior, 67(2), 252–265.CrossRefGoogle Scholar
  44. 44.
    Lee, F. K., Dougherty, T. W., & Turban, D. B. (2000). The role of personality and work values in mentoring programs. Review of Business, 21(1/2), 33.Google Scholar
  45. 45.
    Lerdal, A. (2002). A theoretical extension of the concept of energy through an empirical study. Scandinavian Journal of Caring Sciences, 16(2), 197–206.CrossRefGoogle Scholar
  46. 46.
    Liebhart, U. (2012). Cross Mentoring. Organisationsübergreifende Lernbeziehungen erweisen sich als besonders fruchtbar. Zeitschrift für Führung und Organisation, 81(4), 251–258.Google Scholar
  47. 47.
    Liebhart, U. (2013). Productive energy cycles in mentoring relationships. A qualitative investigation. Zeitschrift für Personalforschung (German Journal of Human Resource Management), 27(2), 152–180.Google Scholar
  48. 48.
    Liebhart, U., & Stein, D. (2016). Professionelles Mentoring in der betrieblichen Praxis. Freiburg: Entscheidungsgrundlagen und Erfolgsfaktoren.Google Scholar
  49. 49.
    Mitchell, M. E., Eby, L. T., & Ragins, B. R. (2015). My mentor, my self: Antecedents and outcomes of perceived similarity in mentoring relationship. Journal of Vocational Behavior, 89(8), 1–9.CrossRefGoogle Scholar
  50. 50.
    Murrell, A. J., Blake-Beard, S. D., Porter, D. M. J., & Perkins-Williamson, A. (2008). Interorganizational formal mentoring: Breaking the concrete ceiling sometimes requires support from the outside. Human Resource Management, 47(2), 275–294.CrossRefGoogle Scholar
  51. 51.
    Nelson, R. R., & Jansen, K. J. (2009). Mapping and managing momentum in IT-Projects. MIS Quarterly Executive, 8(3), 141–148.Google Scholar
  52. 52.
    Poteat, L. F., Shockley, K. M., & Allen, T. D. (2009). Mentor-protégé commitment fit and relationship satisfaction in academic mentoring. Journal of Vocational Behavior, 74(3), 332–337.CrossRefGoogle Scholar
  53. 53.
    Poulsen, K. M. (2013). Mentoring programmes: Learning opportunities for mentees, for mentors, for organisations and for society. Industrial and Commercial Training, 45(5), 255–263.CrossRefGoogle Scholar
  54. 54.
    Quinn, R. W. (2007). Energizing others in work connections. In J. E. Dutton & B. R. Ragins (Hrsg.), Exploring positive relationships at work (S. 73–90). Mahwah: Lawrence Erlbaum Associates.Google Scholar
  55. 55.
    Quinn, R. W., & Dutton, J. E. (2005). Coordination as Energy-In-Conversation. Academy of Management Review, 30(1), 36–57.CrossRefGoogle Scholar
  56. 56.
    Quinn, R. W., Spreitzer, G., & Lam, C. F. (2012). Building a sustainable model of human energy in organizations: Exploring the critical role of resources. The Academy of Management Annals, 6(1), 337–396.Google Scholar
  57. 57.
    Ragins, B. R. (2012). Relational mentoring. A positive approach to mentoring at work. In K. S. Cameron & G. M. Spreitzer (Hrsg.), The Oxford handbook of positive organizational scholarship (S. 515–536). Oxford: Oxford University Press.Google Scholar
  58. 58.
    Ragins, B. R., & Kram, K. E. (Hrsg.). (2007). The handbook of mentoring at work. Theory, research, and practice. Thousand Oaks: Sage Publications.Google Scholar
  59. 59.
    Ragins, B. R., & Verbos, A. K. (2007). Positive relationships in action: Relational mentoring and mentoring schemas in the workplace. In J. E. Dutton & B. R. Ragins (Hrsg.), Exploring positive relationships at work (S. 91–116). Mahwah: Lawrence Erlbaum Associates.Google Scholar
  60. 60.
    Ragins, B. R., Cotton, J. L., & Miller, J. S. (2000). Marginal mentoring: The effects of type of mentor, quality of relationship, and program design on work and career attitudes. Academy of Management Journal, 43(6), 1177–1194.CrossRefGoogle Scholar
  61. 61.
    Sabherwal, R., Hirschheim, R., & Goles, T. (2001). The dynamics of alignment: Insights from a punctuated equilibrium model. Organization Science, 12(2), 179–197.CrossRefGoogle Scholar
  62. 62.
    Schiuma, G., Mason, S., & Kennerly, M. (2007). Assessing energy within organisations. Measuring Business Excellence, 11(3), 69–78.CrossRefGoogle Scholar
  63. 63.
    Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A Socially embedded model of thriving at work. Organization Science, 16(5), 537–549.CrossRefGoogle Scholar
  64. 64.
    Turban, D. B., & Lee, F. K. (2007). The role of personality in mentoring relationships: Formation, dynamics and outcomes. In B. R. Ragins & K. E. Kram (Hrsg.), The handbook of mentoring at work. Theory, research, and practice (S. 21–50). Thousand Oaks: Sage Publications.Google Scholar
  65. 65.
    Turban, D. B., Dougherty, T. W., & Lee, F. K. (2002). Gender, race, and perceived similarity effects in developmental relationships: The moderating role of relationship duration. Journal of Vocational Behavior, 61(2), 240–262.CrossRefGoogle Scholar
  66. 66.
    Eby, L. T. T. de, Allen, T. D., Hoffman, B. J., Baranik, L. E., Sauer, J. B., Baldwin, S., et al. (2013). An interdisciplinary meta-analysis of the potential antecedents, correlates, and consequences of protegé perceptions of mentoring. Psychological Bulletin, 139(2), 441–476.CrossRefGoogle Scholar
  67. 67.
    Tyre, M. J., & Orlikowski, W. J. (1994). Windows of opoortunity: Temporal patterns of technological adaptation in organizations. Organization Science, 5(1), 98–118.CrossRefGoogle Scholar
  68. 68.
    Underhill, C. M. (2006). The effectiveness of mentoring programs in corporate settings: A meta-analytical review of the literature. Journal of Vocational Behavior, 68(2), 292–307.CrossRefGoogle Scholar
  69. 69.
    Walter, F., & Bruch, H. (2008). The positive group spiral effect: A dynamic model of the emergence of positive affective similarity in work groups. Journal of Organizational Behavior, 29, 239–261.CrossRefGoogle Scholar
  70. 70.
    Wanberg, C. R., Welsh, E. T., & Hezlett, S. A. (2003). Mentoring research: A review and dynamic process model. Research in Personnel and Human Resources Management, 22, 39–124.Google Scholar
  71. 71.
    Young, A. M., Cady, S., & Foxon, M. J. (2006). Demystifiying gender differences in mentoring: Theoretical perspectives and challenges for future research on gender and mentoring. Human Resources Development Review, 5, 148–175.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag GmbH Deutschland 2017

Authors and Affiliations

  1. 1.VillachÖsterreich
  2. 2.KlagenfurtÖsterreich
  3. 3.OdenseDänemark

Personalised recommendations