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• W2155330453 abstract "ABSTRACT A good business practice supports the core competencies of many businesses, enhances distribution channels for management, increases brand equity, and influences mass customization production processes. Customization processes, moreover, would not be possible without strategic leadership direction through mentorship. When leaders make major decisions that affect the organization, seeking the input from employees is wise to gain additional knowledge. Using the philosophy of mentorship coupled with employee and stakeholder participation leads to better decisions and more successful implementation. Historical and perspectives surrounding both the aviation and aerospace industries are necessary to understand successful implementation. Key words: mentorship, visionary mentors, aviation, leadership INTRODUCTION Most might argue that U.S. aerospace industry jobs are high paying and demand a certain level of technical aptitude. As more young workers enter the aerospace industry, mentorship could potentially provide a means to advance through peer coaching and personal development.Historically, the concept of mentorship originates from Greek mythology, particularly Homer's Odyssey. During the Middle Ages, mentorship was practiced via apprenticeships (Block, Claffey, Korow, & McCaffrey, 2005, p. 1). Smith, Howard, and Harrington (2005) quote Merriam as having stated mentoring appears to mean one thing to developmental psychologists, another thing to business people, and a third thing to those in academic settings (p. 2). Other scholars have suggested that the industry context influences how mentors perform (Smith et al.). Kram (1985) described four distinct phases of mentorship: initiation, cultivation, and redefinition. The initiation phase is the time period when the mentorship forms. A prospective protgee begins to respect the potential mentor as a competent individual and a person from whom the protege would like to receive support and guidance (Kram, 1985). At the same time, the mentor begins to recognize the protege as someone who deserves special attention and coaching within the organization (Kram, 1985). The initiation stage is typically followed by the cultivation phase, in which the mentorship partners learn more about each other's capabilities and optimize the benefits of participating in the mentorship (Kram, 1985). Kram (1985) further noted that the cultivation phase would be the period in which the protege benefits most from interactions with the mentor. The structural and psychological separation between the mentorship partners when the functions provided by the mentor decrease and the protege acts with more independence and autonomy. The redefinition phase terminates a mentorship, and the partners evolve the relationship to one of informal contact and mutual support (Kram. 1985). The fact that occurs just as often organically, without either the imprimatur of an organization or the structure provided by a formal program, indicates that is more than an organizational imperative (Barry & Feeney, 2009). The concept of is a social relationship pursued by individuals expecting returns to their careers and to their human and social capital (Barry & Feeney, 2009). The realization of the expectations of organizations, mentors, and protegees is often under discussion (Barry & Feeney, 2009). Mentoring programs abound in both public and private organizations and the value of the programs to the individual and to the organization often is taken as an article of faith in every industry to understand and assist mentees with meeting expectations (Barry & Feeney, 2009). Interestingly enough, the majority of studies of outcomes focus exclusively on perceptions. Studies have focused on more tangible outcomes (e.g., job mobility, career progress predominately-oriented studies) over perception-based variables (e. …" @default.
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• W2155330453 date "2012-04-01" @default.
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• W2155330453 title "Mentorship Interactions in the Aviation or Aerospace Industries" @default.
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