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"Mentoring Diverse Leaders provides up-to-date research on the impact of mentoring relationships in organizations, particularly as they relate to cultivating diverse leadership. Contributions from experts in the fields of psychology, business, law, non-profit management, and engineering draw connections between mentoring research, theory, and practice in both domestic and global organizations. Rather than standing apart from the broader goals and objectives of these organizations, they demonstrate the ways mentoring for diversity actually drives innovation and change, talent management, organizational commitment, and organizational success."--Publisher's description.

PurposeThe purpose of this paper is to explore the relationship between leaders' expressed traits and their impact on their country's COVID-19 outcomes. Some leaders are over relying on masculine traits and dismissing feminine traits. An alternative – androgynous leadership – supports leaders in drawing from the full portfolio of behaviors.Design/methodology/approachThis paper has a theoretical approach using an extensive review of the literature.FindingsLeaders can take a number of actions to fully embrace androgynous leadership. These actions include building a diverse "tempered" team, communicating with respect, recognizing the impact of framing and moving from autopilot to realizing their best androgynous self.Research limitations/implicationsResearch limitations include a critique of Bem's framework as outdated and dichotomous; a categorization of feminine, masculine and neutral behaviors that is determined by the authors; and a focus on leadership style that does not take other dimensions, such as health-care systems, into account.Practical implicationsThe authors propose that an "androgynous" leadership style has been used effectively by some political leaders around the globe in the COVID-19 crisis. The COVID-19 context has provided a laboratory for developing and building competence as androgynous leaders.Social implicationsThe mental capacity to look at a situation, pause and explicitly select effective behavior is necessary, but oftentimes, it is not put into practice. By not drawing from a larger portfolio of androgynous behaviors, the opportunity for leaders to their best work is missed.Originality/valueThere is an acknowledgement of the benefits of the combination of masculine and feminine leadership traits. There are also clear recommendations supporting leaders in developing their androgynous leadership skills.

The conventional definitions of power and masculinity are tightly conflated. The same words that are often used to describe power, such as authority, control, and decisiveness, are also often used to define masculinity. Where does that leave women in building and using power? Even as feminist scholars attempt to decouple the definition of power from masculinity by expanding power paradigms, cultural norms in the Unites States are still such that there is an expectation of women to be collaborative and self-sacrificing. As a result, many women are reluctant to use "masculine" power, or when they do, they are faced with the double bind: Be powerful but unfeminine. This exercise allows both female and male students to explore their personal relationship with power and how they build and use power to influence outcomes. The exercise fosters a rich discussion about cultural definitions and expectations on power and the double binds they create for both men and women.

Purpose– This study aims to examine women's organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward system but benefit organizations. Specifically, it investigates several attitudinal and organizational antecedents relative to two sub-dimensions of OCB: organizational loyalty and helping behaviors.Design/methodology/approach– Alumnae (n= 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables.Findings– In this fiscal climate, organizations are challenged with fostering an environment encouraging employees to go beyond job requirements. Findings here suggest that married women who are engaged in work have the highest propensity to do this by engaging in these non-compensated, non-mandated behaviors. However, importantly, differences were found between organizational loyalty citizenship and helping behaviors. An inverse relationship was also found between job tenure and helping behaviors: an interesting result.Research limitations/implications– An important implication of the research is the dissection and examination of two sub-dimensions of OCB (i.e. organizational loyalty and helping), providing a better understanding of the dimensionality of the phenomenon and how they relate to job satisfaction and work engagement for a significant segment of the American workforce: women.Originality/value– This study examines the dimensionality of OCB (as called for by previous research) and establishes that not all OCBs can be treated equally, as antecedents vary in their predictability of OCB engagement. Further, this research investigates the relationship between individual job satisfaction components (pay, recognition and supervision) and OCBs to help clarify conflicting findings between OCB and this key workplace attitude.

PurposeA key challenge facing organizations today is sustainability in economic, environmental, and social arenas. The purpose of this paper is to examine flexible work arrangements (FWAs) a source of social sustainability.Design/methodology/approachDrawing from theoretical explanations of social sustainability, the authors explored opportunities and challenges of FWAs as social sustainability in the American workforce.FindingsWhile FWAs allow organizations to "sustain" their workforce, diverse employees face challenges in accessing them, particularly across dimensions of gender, race, and class. The paper offers guiding principles for organizational leaders, including making flexibility an organizational norm, better understanding employees' lives outside of work, and creating metrics of social sustainability.Research limitations/implicationsTo extend knowledge on FWAs as a source of social sustainability, researchers should focus beyond managerial, professional, and mostly White women in America. What can be learned about employees of color, of lower socioeconomic levels, and those in location‐dependent jobs? What can be learned from companies and countries, who are leaders in providing flexible options?Practical implicationsGiven the potential for FWAs to minimize tensions from conflicting demands of work and life, efforts to employ FWAs should be directed at the entire organization. This paper discusses the differential impact of FWAs across different groups of women and questions current organizational responses.Originality/valueThe paper expands the understanding of social sustainability to include an organization's human resources by examining the use of FWAs for diverse women, and by offering suggestions for practitioners and researchers interested in social sustainability.

With the persistence of women's limited advancement into senior leadership, organizations have employed an arsenal of diversity, equity, and inclusion strategies such as implicit bias training, intentional mentoring, and efforts to authentically support work-life policies. Male allyship has emerged as a recent strategy aimed at gender equity. The asymmetric power between advantaged and disadvantages groups is central to the concept of allyship in studies across disciplines, such as sociology, social justice and economics. Management scholars have identified power, specifically the requisite sharing of or fear of diminishment of, as a barrier to men participating in gender equity initiatives to advance women. To examine how organizations might address the power inherent in the male ally role, we employ the Bolman and Deal Four Frames Organizational Model. We propose that while male ally programs reside in the Human Resources Frame, the success of that strategy depends on managing the Political Frame. In promoting gender equity, organizations are seeking to distribute power more broadly to enable both men and women to fully contribute. By considering organizational politics, the competition for scarce resources, power and influence, we argue that practitioners will benefit from a realistic assessment of the role that power plays in both hindering and advancing male ally endeavors. We draw on the literature, survey data, and ongoing work with men and women engaged in male ally initiatives, and use the Bolman and Deal model to make recommendations for practitioners, male allies, and women in using power while building gender-equitable organizations.