<p> This study investigated relationships between gender, mentoring, and leader self-efficacy in a sample of n = 188 managers working in the United States. Differences in self-reports of leader efficacy were examined based on manager gender, the presence of a mentor, mentor gender, mentor organizational level, type of mentoring (formal vs. informal), mentoring function (career support, psychosocial support, role modeling), the quality of the mentoring relationship, and the gender composition of the mentoring dyad. Counter to earlier research, women in the sample reported higher levels of leader self-efficacy when compared to men, though all but one of these mean differences were non-significant. Among managers with mentors at the top levels of the organization, women reported significantly higher levels of leader self-efficacy than men did. Mentored managers reported slightly higher, but non-significant, differences in mean leader self-efficacy compared to non-mentored managers. Among mentored managers significant differences in mean leader self-efficacy were found based on the organizational level of the mentor, primary mentoring function, and the quality of the mentoring relationship. A hierarchical multiple regression to predict leader self-efficacy from mentoring function was significant and predicted 34% of the variance in scores on leader self-efficacy. A hierarchical multiple regression to predict leader self-efficacy from mentoring function, mentor organizational level, type of mentoring, and the gender composition of the mentoring dyad, was significant and predicted 45% of the variance in scores of leader self-efficacy. Career support mentoring and mentor organizational level were the most significant predictors in the model.</p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:10125069 |
| Date | 06 August 2016 |
| Creators | Morin, Jamie |
| Publisher | Capella University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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