{"title":"Elite Solidarity, Social Responsibility, and the Contested Origins of Britain’s First Business Schools","authors":"M. Maclean, C. Harvey, T. McGovern, G. Shaw","doi":"10.5465/amle.2021.0229","DOIUrl":"https://doi.org/10.5465/amle.2021.0229","url":null,"abstract":"Britain is often depicted as a laggard in management education before the late creation of two graduate business schools in London and Manchester in the mid-1960s triggered the emergence of a new academic sector. According to the dominant narrative, the anachronistic views of Britain’s industrial leaders and disdain of its universities for practical learning constrained developments in the field. Through the lens of elite theory, we offer a reinterpretation of the formation of Britain’s first business schools informed by archival research, suggesting that they arose from an evolutionary process rather than a crucible event. The story of the creation of Britain’s first business schools has never been told from the perspective of elite agency. Our study reveals the emergent managerial elite of the post-war era growing into something altogether more powerful. Our main contribution to theory is to demonstrate that, while expanding management education ostensibly contravened elite interests, elite interaction in the field of power at a time of national urgency amplified elite influence, prefiguring their role as ‘influence elites’ today.","PeriodicalId":343948,"journal":{"name":"Academy of Management Learning & Education","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124940099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
P. Lester, S. Hannah, P. Harms, G. Vogelgesang, B. Avolio
{"title":"Mentoring Impact on Leader Efficacy Development: A Field Experiment","authors":"P. Lester, S. Hannah, P. Harms, G. Vogelgesang, B. Avolio","doi":"10.5465/AMLE.2010.0047","DOIUrl":"https://doi.org/10.5465/AMLE.2010.0047","url":null,"abstract":"While practitioners and scholars tout the importance of mentorship in leader development, few studies have empirically determined whether mentoring actually positively impacts a leader’s development, and if so, in what ways. In a longitudinal field experiment, we examined how a targeted mentorship program that unfolded over 6 months enhanced the development of proteges’ leader efficacy and performance. Results showed that the targeted mentorship intervention increased proteges’ level of leader efficacy more than a comparison intervention that was based on a more eclectic leadership education program delivered in a group setting. Leader efficacy then predicted rated leader performance. Both proteges’ preferences for feedback and trust in the mentor served as important moderators in contributing to the development of leader efficacy. Findings from this longitudinal field experiment could be used by educational institutions and other organizations to enhance their mentorship programs in content, focus, and evaluation of impact.","PeriodicalId":343948,"journal":{"name":"Academy of Management Learning & Education","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125366185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}