Mentoring support for students

2015 ◽  
Vol 176 (16) ◽  
pp. i-ii
Author(s):  
D. Foote
Keyword(s):  
Mentoring Support

Sources of Mentoring Support for Students in STEM

2010 ◽  
Author(s):  
Melissa L. Bayne ◽  
Lyndsey K. Williams ◽  
Carol B. Muller
Keyword(s):  
Mentoring Support

Mentoring Early Career Special Education Teachers

2009 ◽  
Vol 53 (3) ◽  
pp. 294-305 ◽  
Author(s):  
Ian Dempsey ◽  
Michael Arthur-Kelly ◽  
Breda Carty
Keyword(s):  
Special Education ◽  
Beginning Teachers ◽  
Special Education Teachers ◽  
Information Technologies ◽  
Early Career ◽  
Teaching Staff ◽  
Turnover Rates ◽  
High Turnover ◽  
Professional Experiences ◽  
Mentoring Support

For some time, special education has been plagued by shortages of qualified teaching staff and by high turnover rates for these staff. While several factors—external, employment and personal—are largely responsible for this situation, the research demonstrates that the initial professional experiences of early career teachers are closely associated with their longevity in the field. This paper reviews the literature on mentoring support for beginning teachers, mentoring models and the use of information technologies in mentoring support. The paper concludes with recommendations for methods of support for Australian early career special-education teachers.

scholarly journals Leadership Coaching and Mentoring: A Research-Based Model for School Partnerships

2018 ◽  
Vol 13 (12) ◽  
Author(s):  
Julie Anne Gray
Keyword(s):  
School Leadership ◽  
Leadership Preparation ◽  
Instructional Leaders ◽  
University Faculty ◽  
District Leaders ◽  
Preparation Programs ◽  
School Partnerships ◽  
New School ◽  
School District Leaders ◽  
Mentoring Support

This conceptual article proposes a research-based model for leadership preparation programs to more effectively prepare, support, and sustain new school leaders in the field and profession. This study offers a new construct, which combines the concepts of early field experiences, experiential learning, leadership-focused coaching, and mentoring support, with university faculty and school district leaders and mentors working collaboratively to support novice leaders. University faculty would provide leadership-focused coaching while prospective leaders are completing coursework and later once they are placed in school leadership positions. Further, school districts would provide mentoring support by experienced instructional leaders.

Formal mentoring support, person–environment fit and newcomer's intention to leave

2020 ◽  
Vol 49 (8) ◽  
pp. 1749-1767
Author(s):  
Zhenyao Cai ◽  
Dandan Wu ◽  
Ying Xin ◽  
Yang Chen ◽  
Haining Wu
Keyword(s):  
Intention To Leave ◽  
Underlying Mechanism ◽  
Uncertainty Avoidance ◽  
Paired Data ◽  
Formal Mentoring ◽  
Content Type ◽  
Support Person ◽  
Time Lagged ◽  
Mentoring Support ◽  
The Relationship

PurposeThe purpose of this study is to investigate how and why formal mentoring support reduces newcomers' intention to leave from the perspective of uncertainty reduction theory.Design/methodology/approachTime-lagged data were collected from two sources, mentors and newcomers, and 193 paired data sets were included in the analysis.FindingsThe results showed that formal mentoring support was positively related to newcomers' person–organisation fit (P–O fit) and person–job fit (P–J fit). In addition, P–O fit and P–J fit mediated the relationship between formal mentoring support and newcomers' intention to leave. Moreover, newcomers' uncertainty avoidance orientation strengthened the relationship between formal mentoring support and perception of fit, and it strengthened the indirect effect between formal mentoring support and newcomer's intention to leave, via the perception of fit.Originality/valueThis study enhances our understanding of the underlying mechanism between formal mentoring support and newcomers' intention to leave. Moreover, it demonstrates that uncertainty avoidance orientation is an important boundary condition during the process of organisational socialisation. The findings also contribute to the organisational socialisation and the mentoring literature by providing evidence from a blue-collar sample.

Supplier development and public procurement: allies, coaches and bedfellows

2014 ◽  
Vol 27 (7) ◽  
pp. 550-563 ◽  
Author(s):  
David Mark McKevitt ◽  
Paul Davis
Keyword(s):  
Psychosocial Support ◽  
Public Procurement ◽  
Principal Component ◽  
Political Support ◽  
Supplier Development ◽  
Supplier Relationships ◽  
Content Type ◽  
Strategic Approach ◽  
Strategic Perspective ◽  
Mentoring Support

Purpose – Using the lens of mentoring theory the authors test the extent to which public buyers informally support suppliers and the influence of organisational context on mentoring support. The paper aims to discuss these issues. Design/methodology/approach – Principal component analysis was used to analyse questionnaire responses from over 300 public buyers in Ireland. Cluster analysis produced three mentor profiles. Findings – The findings show a positive relationship between organisations that take a strategic approach to suppliers and buyers who offer career and psychosocial support to suppliers. However, those organisations that lack a strategic perspective of suppliers saw buyers offer political support and coaching. Research limitations/implications – The implications are that coaching and political support may compensate for deficits in organisational support for suppliers generally. The findings contribute to a growing literature on informal interaction opportunities in public procurement. Originality/value – To date research of supplier development is limited to formal developmental activities and in the context of private sector buyer-supplier relationships.

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