Abstract
For careers in public service, meritocracy is espoused and idealized with formal structures for advancement – civil service laws, the general schedule classification, and the senior executive service among others. However, career development is also relational. Mentoring, social networks, and role models also influence advancement. In this paper we examine how espoused career paths and the relational dimensions of career advancement interact to produce career climates in the public sector workforce. Using data from a mixed method study of the U.S. Army, including survey data from approximately 1,200 Army personnel and analysis of 27 focus groups with 198 participants, we find that mentoring quality matters for all employees, but it matters more for women in male-dominated professions. Our findings have implications for how scholars and practitioners discuss the role of mentoring in in public organizations, and specifically how mentoring shapes employees’ career advancement and ascension to leadership positions.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
