000			01597naa a2200169uu 4500
001			6032412003621
003			OSt
005			20190211160756.0
008			060324s2006 xx ||||gr |0|| 0 eng d
100	1		_aSTEAD, Valerie _923740
245	1	0	_aMentoring : _ba model for leadership development?
260			_aDanvers, MA : _bBlackwell publishing, _cSeptember 2005
520	3		_aThere appears to be a paucity of research on mentoring senior leaders (Hobson & Sharp, 2005) and yet a growing interest in the development of leadership through experience (Abra et al., 2003; McCauley et al., 1998). This paper therefore presents and evaluates a case study of a pilot mentoring scheme and programme for Directors of Finance (DoFs) in the UK National Health Service. The paper reviews DoFs' leadership needs within the three broad categories of pragmatism, effectiveness and sustainability, and provides a case study detailing the pilot mentoring scheme and programme. Values and challenges posed by this initiative as a model for leadership development are considered, and lead to the identification of eight cross-cutting tensions connected to mentoring senior leaders. This analysis provides lessons for the ongoing initiative and indicates key learning about managing mentoring and mentoring senior leaders that it is hoped will be of value beyond the scope of this study.
773	0	8	_tInternational Journal of Training and Development _g9, 3, p. 170-184 _dDanvers, MA : Blackwell publishing, September 2005 _xISSN 1360-3736 _w
942			_cS
998			_a20060324 _b1200^b _cNatália
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15150 _d15150
041			_aeng