Abstract
This paper introduces the concept of "transformational men to ring," an alternative to traditional mentoring, as a tool for developing transformational leaders. Transformational mentoring differs from traditional mentoring in its emphasis on risk-taking rather than refuge-seeking and its encouragement of self-sacrifice rather than self-promotion. Our conceptual model identifies key mentor actions, anticipated mediators, and expected outcomes of the transformational mentoring process. We argue that current organizational leaders will need to address both cultural and structural barriers to transformational mentoring if they wish to support the development of future transformational leaders in their organizations.
Volume
2
Issue
1
First Page
54
Last Page
69
Rights
© Fort Hays State University
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Recommended Citation
St. Clair, Lynda and Deluga, Ronald
(2006)
"Transformational Mentoring: What Role Does Mentoring Play In The Development of Transformational Leaders?,"
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 2:
No.
1, Article 8.
DOI: 10.58809/OGHR3194
Available at:
https://scholars.fhsu.edu/jbl/vol2/iss1/8
Comments
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