Silence and Giving Voice to the Mentee
Silence is complex and refers to a lack of sound through to people either not being permitted to voice their opinion or feeling that this is the situation. This chapter will differentiate between silence and pause, deliberate and inadvertent silence. Ways
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Mentoring from a Positive Psychology Perspective Learning for Mentors and Mentees
Mentoring from a Positive Psychology Perspective
Ann M. Brewer
Mentoring from a Positive Psychology Perspective Learning for Mentors and Mentees
123
Ann M. Brewer Academic Division University of Newcastle Sydney, NSW Australia
ISBN 978-3-319-40981-8 DOI 10.1007/978-3-319-40983-2
ISBN 978-3-319-40983-2
(eBook)
Library of Congress Control Number: 2016942492 © Springer International Publishing Switzerland 2016 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper This Springer imprint is published by Springer Nature The registered company is Springer International Publishing AG Switzerland
Introduction
Just as there are countless mentoring relationships operating in every walk of life, so too there are numerous books on mentoring. No doubt, we have all read our fair share of them, with a lot of them focusing on the consequences of mentoring. In the business and management literature, mentoring is viewed as an instrumental process used by managers, particularly human resource managers to assist either the assimilation of the new entrant into the enterprise or employees transitioning to new roles or a promotion so that they not only learn to “fit in” but also experience higher job satisfaction and self-esteem as a consequence of mentoring (Allen et al. 2004). Promotions and higher salaries are usually the proxy measurements for enhanced satisfaction and self-esteem (Eby and McManus 2004). Undoubtedly, such advantages of mentoring exist for the mentored employee, the mentor and the organisation (Allen et al. 2004; Eby et al. 2006). However, this is not the focus here. The aim of this book is not to retrace old ground drawn from the management literature; rather, it is to discover some fresh insights from broader research into mentoring and cognate areas—to go inside the conversations as it were and to explore aspects, rarely communicated. The title of the book, Mentoring
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