Search results

Freelancers are a growing population of working adults with limited to no organizational support. Yet, their strategies to navigate job search, especially in turbulent times, are unknown. To address this gap, the author hypothesized and examined a sequential mediation model whereby freelancer protean career orientation (PCO) influences job search strategies through career competencies (i.e. knowing why, how and with whom to work) and job search self-efficacy (JSSE).

Data were collected from a sample of 87 Canadian freelancers during the height of the COVID-19 pandemic.

The results supported the sequential mediation from PCO to job search strategies through two of the career competencies (knowing why and how) and JSSE. The mediating role of knowing whom was not supported.

Policy makers and learning institutions can provide freelancers with opportunities to develop transferable skills through massive open online courses (MOOCs). Employers of freelancers can design motivating jobs that provide freelancers with on-the-job learning and development opportunities.

The insignificant mediating role of knowing whom (i.e. professional networks) implies that large networks might not be necessarily beneficial in times of crisis. Thus, the role of networks might be more complex than the literature has proposed.

This study brings into focus an overlooked population of workers: freelancers. It investigates a sequential mediation through which freelancer PCO impacts job search strategies. In addition, it compares the effectiveness of career competencies in unfolding the proposed sequential mediation.

The present study examines leader development as one of the potential outcomes for mentors and investigates whether the provision of mentoring contributes to developing mentors' leader identity and leader self-efficacy.

Relying on a quasi-experimental design, data were collected at four points in time over eight months from a mentor (n = 46) and an equivalent nonmentor group (n = 25). Participants in the mentor group were volunteer mentors from a doctoral mentoring program that was implemented at a large Canadian university.

Participants in the mentor group experienced a more positive change in leader identity and leader self-efficacy, compared to the participants in the nonmentor group. Further analysis of the participants in the mentor group suggests that the extent to which mentors provide career and psychosocial support explains the growth rate in the development outcomes.

By documenting benefits of mentoring for mentors, program administrators may be able to recruit mentors who are more engaged in the process. In addition, they can encourage their members to volunteer as mentors to gain leader development outcomes.

This longitudinal study connects the areas of mentoring and leadership development. While the majority of mentoring studies focus exclusively on mentoring outcomes for protégés, the present study shows that mentoring can benefit mentors as well.