Transformation and the current operational pace have created less time for senior mentorship. Additionally, mentorship is so loosely defined and understood that it often is mislabeled and wrongly identified. Mentorship could be viewed as such a special category of relationship that it is seldom ever accomplished. Mentorship may end up idealized so much that it seldom meets the expectations of those who experience it. More importantly, because the relationship is at times viewed as so unique and specialized many may not experience it at all. Further, those who do experience a special mentorship connection may induce a feeling in other officers that they too need this type of relationship to be successful. If mentorship is itself such a special category of interpersonal relationship many may have expectations that are not realistic. On the other hand, having a mentor makes people feel special and important. This extra attention helps promote self-worth, particularly if the mentor is senior with a successful career. Officers who lack this kind of attention have the impression that the Army is impersonal and non-caring. Understanding the miscommunication about mentorship is important to fixing the idealized perception, if one exists. Consequently, increased understanding helps recognize how best to implement the concept for leader development and growth in the profession today. Clarifying the definition through case studies and historical examples provides illumination in order to help adjust expectation. While the mythological part of mentorship is not attainable, leader development certainly is; diminishing this myth and getting back to reality for this concept provides tremendous benefit on how to realistically understand, promote and implement mentoring. This study establishes the background on how mentorship became adulatory. Research includes surveys, case studies, historical artifacts and some specific historical examples of mentorship, for example, the relation
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.
This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.
As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
Transformation and the current operational pace have created less time for senior mentorship. Additionally, mentorship is so loosely defined and understood that it often is mislabeled and wrongly identified. Mentorship could be viewed as such a special category of relationship that it is seldom ever accomplished. Mentorship may end up idealized so much that it seldom meets the expectations of those who experience it. More importantly, because the relationship is at times viewed as so unique and specialized many may not experience it at all. Further, those who do experience a special mentorship connection may induce a feeling in other officers that they too need this type of relationship to be successful. If mentorship is itself such a special category of interpersonal relationship many may have expectations that are not realistic. On the other hand, having a mentor makes people feel special and important. This extra attention helps promote self-worth, particularly if the mentor is senior with a successful career. Officers who lack this kind of attention have the impression that the Army is impersonal and non-caring. Understanding the miscommunication about mentorship is important to fixing the idealized perception, if one exists. Consequently, increased understanding helps recognize how best to implement the concept for leader development and growth in the profession today. Clarifying the definition through case studies and historical examples provides illumination in order to help adjust expectation. While the mythological part of mentorship is not attainable, leader development certainly is; diminishing this myth and getting back to reality for this concept provides tremendous benefit on how to realistically understand, promote and implement mentoring. This study establishes the background on how mentorship became adulatory. Research includes surveys, case studies, historical artifacts and some specific historical examples of mentorship, for example, the relation
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.
This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.
As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
Reality vs. Myth
70
Reality vs. Myth
70
Product Details
| ISBN-13: | 9781025125329 |
|---|---|
| Publisher: | Hutson Street Press |
| Publication date: | 05/22/2025 |
| Pages: | 70 |
| Product dimensions: | 6.14(w) x 9.21(h) x 0.15(d) |