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dc.contributor.authorBozeman, Barry
dc.contributor.authorFeeney, Mary K.
dc.date.accessioned2011-08-31T18:40:11Z
dc.date.available2011-08-31T18:40:11Z
dc.date.issued2009
dc.identifier.bibliographicCitationBozeman, B., & Feeney, M. K. (2009). Public management mentoring: What affects outcomes? Journal of Public Administration Research and Theory, 19(2), 427. doi: 10.1093/jopart/mun007en
dc.identifier.issn1053-1858
dc.identifier.issnDOI: 10.1093/jopart/mun007
dc.identifier.urihttp://hdl.handle.net/10027/7898
dc.descriptionThis is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Bozeman, B., & Feeney, M. K. (2009). Public management mentoring: What affects outcomes? Journal of Public Administration Research and Theory, 19(2), 427 is available online at: DOI: 10.1093/jopart/mun007en
dc.description.abstractFew research studies focus on public managers’ mentoring and few mentoring studies of any sort include any outcome measure other than reported satisfaction. Our study examines diverse outcomes for a broad-based set of public managers, outcomes including not only satisfaction but also the number of employees supervised in the current job, whether the most recent job was a promotion, and whether the protégé is now a mentor. We argue that these may be particularly important outcomes in the public sector due to the common basis of promotion in numbers supervised and due to the especial need to develop protégés into mentors. Our findings show that mentoring outcomes can be predicted by attributes of the protégé, the mentor, and the mentoring relationship and by the degree and type of social capital focus of the mentoring.en
dc.language.isoen_USen
dc.publisherOxford University Pressen
dc.titlePublic Management Mentoring: What Affects Outcomes?en
dc.typeArticleen


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