Developmental relationships constitute interdependent, generative connections that promote growth and learning among individuals. While studies reporting the impact of developmental relationships on learning, performance, and career development leaves no doubt about its relevance to the human resource development (HRD) field, we lack an in-depth understanding of how developmental relationships apply to the myriad of topics relevant to contemporary HRD research and practice such as social justice, diversity and equity, leadership development, career transitions, knowledge sharing, organization development, employee engagement, organizational learning culture, globalization, national HRD, and technology at work.

This book presents a comprehensive collection of evidence-based studies and conceptual articles that explore how developmental relationships that are cultivated within and outside of the workplace apply to those clusters of topics in HRD. Organized around six themes,the chapters examine topics such as knowledge management, critical perspectives on gender, diversity, and equity, building a learning organization, talent development, and emotional closeness in the context of virtual workplaces. In doing so, the book highlight how research on developmental relationships can be the underlying thread connecting the otherwise disconnected varied topical foci of HRD research and practice, thus broadening our understanding of the relevance of developmental relationships within the HRD field.

This volume advances HRD scholarship and will appeal to researchers interested in exploring the nature and benefits of developmental relationships including mentoring and coaching.

<p>Chapter 1

Together is better: Situating Developmental Relationships within HRD Research and Practice_Chapter 2
Using Developmental Relationships to Navigate Career Transitions: Implications for Diverse Populations_Chapter 3
Making the connection between Developmental Relationships and Employee Engagement_Chapter 4
Coaching the Imposter: Developing Emerging Leaders as they Negotiate Identity and Imposter Concerns_Chapter 5
Leaders Fostering Dialogue through Developmental Relationships: An OD Perspective_Chapter 6
Inter-generational Developmental Network and the Impact of Technology on Knowledge Creation and Sharing_Chapter 7
The Power of Embedded Developmental Relationships:Examining Interdependencies among Informal Learning, Developmental Coaching Relationships, and Organizational Culture_Chapter 8
Mentoring Diverse Leaders: The Necessity of Identity Work_Chapter 9
Using feminist mentoring to deconstruct privilege and power in developmental relationships: A narrative inquiry_Chapter 10
Employee Resource Groups: Enabling Developmental Relationships to Support Socially Just and Morally Inclusive Organizations_Chapter 11
Can You Hear Me Now?" Technical and Human Factors in Virtual Developmental Relationships_Chapter 12
Using Developmental Relationships to foster Trust in Effective Virtual Teams:Lessons in Emergency Preparedness from the COVID-19 Pandemic_Chapter 13
Blurring of Boundaries between Work and Home: The Role of Developmental Relationships in the Future of Work_Chapter 14
Successful Expatriation and Repatriation for both Employers and Assignees: A Developmental Network Perspectives_Chapter 15
Cross-Cultural Styles of Relating and Connecting in Developmental Relationships_Chapter 16
How Developmental Relationships Can Be Used by Organizations and Governments as Tools for National HRD Initiatives: India and Spain_Chapter 17
Assessing the Impact of Developmental Relationships in a Humanitarian Context_Chapter 18
Needs Assessment in Assessing, Building, and Supporting Developmental Relationships in Organizations_Chapter 19
Seeking support from multiple Developers: Assessing optimal structure, content, antecedents, and outcomes of Developmental Networks_Chapter 20
Connecting and Relating Through Developmental Relationships.<br></p>