Agentic capital

, 68

Antecedents

sponsee-driven

, 15–18

sponsor-driven

, 18–21

Antecedents–interaction–outcomes framework

, 56

Aspiring manager

, 99–101

ASA. See Attraction-Selection-Attrition (ASA)

Asking

, 21–22, 56

Attraction

, 103

Attraction-Selection-Attrition (ASA)

, 30

Autoethnography

, 3, 25–26

Behaviours

, 68

Behaviours of the sponsee. See Sponsee behaviours

Behaviours of the sponsor. See Sponsor behaviours

Business process reengineering (BPR)

, 70

Canadian Protégé Project

, 135–137

Capital

agentic

, 68

concept

, 63–65

home

, 70–71

human

, 68–70

social (See Social capital)

Career blocking

, 95

Career models

, 126–127, 130–131

Caucasian

, 22

Character traits

, 103–104

Coach

role of

, 5, 7

skills

, 114

training process

, 5

Competencies

know-how

, 13

know-whom

, 13

know-why

, 13

Contingent work

, 130

Cultivation phase

, 29–30

proactiveness

, 30

Dark relational problems continuum

, 96

Dark side of sponsorship

career blocking

, 95

favouritism

, 90–92

forced obligation

, 92–93

negative relations

, 95–96

nepotism

, 90–92

perception of an affair

, 93

spoiling

, 94

sponsor dependence

, 94–95

Deutsche Bank’s ATLAS programme

, 133–135

Developmental networks

, 65–67

Distancing

, 96–97

Diversity Action Committee (DAC)

, 133

Dyadic interaction effects

, 44–45, 59

Energy management

, 52

Entrepreneurial network

, 66

Executive presence

appearance

, 77

communication

, 77

gravitas

, 77

Expanded professional network

, 43

Favouritism

, 82–83, 90–92

Gender

, 22

Glass ceiling

, 2

Home capital

, 70–71

Home support system

caring responsibility

, 51

domestic work

, 51

energy management

, 52

investing time, career

, 51–52

mental tax

, 52

Human capital

, 68–70

Initiation phase

, 27–29

‘Invest now and harvest later’ relationship

, 116

Know-how competencies

, 13, 67

Know-whom competencies

, 13

Know-why competencies

, 13

‘Lego bricks’ approach

, 56

Mental tax

, 52

Mentors

career advice

, 6

defined

, 5

function

, 8–9

hierarchy of roles

, 7

peer

, 6

psychosocial advice

, 6

reverse

, 6

Mentorship dysfunctions

, 89

Negative dyadic interaction effects

, 45, 59

Nepotism

, 90–92

Non-Caucasian

, 22

Organisation

outcomes

, 45–46

sponsorship game plan

, 117–124

women-only development programmes

, 74

Outcomes

dyadic interaction effects

, 41, 44–45

organisation

, 45–46, 118

sponsee

, 41, 43, 59, 86

sponsor

, 42, 43–44, 59, 86

Partnership phase

, 30–31

Peer mentors

, 6

Perception risk

, 83–84

Phase model

, 32

Positive sponsor relationships

, 90

Prescriptive model

engagement guidelines

, 121–122

metrics and measures of success

, 122

selection and matching process

, 120–121

support from the top

, 122–123

Proactiveness

, 30

and agentic capital

, 68

home support system

, 57

sponsee

, 57

Qualtrics survey tool

, 4

Reciprocal nature

, 35–39

Reputational risk

, 81–82, 85

Resource-based view (RBV) of a firm

, 63

Reverse mentors

, 6

Risk management

sponsee

, 84–85

sponsor

, 81–84

Risk-mitigating strategies

sponsee

, 86–87

sponsor

, 85–86

Robust talent development strategy

DBS' gendered strategy and policy

, 119

gendered development strategy

, 118

sponsorship programmes for women

, 119

Self-determination Theory

, 19, 112

Senior leader

how for

, 115–116

networks

, 137

what for

, 113–115

why for

, 111–113

Separation phase

, 31–32

Social capital

concept

, 64

development network

, 65–67

influence

, 64

information

, 64

reinforcement

, 65

social credentials

, 64

Spoiling

, 94

Sponsees

behaviours

, 39, 57, 58–59

defined

, 7

outcomes

, 41, 43, 59, 86

Sponsee behaviours

be a trusted advisor

, 38

importance

, 38–39

learning

, 42–43

outcomes

, 43

perform above expectations

, 36

provide organisational insights

, 37

provide sponsorship back in return

, 38

provide training and expert advice

, 37–38

risks

, 84–85

sponsor recognition

, 36–37

support sponsor's success

, 36

Sponsee-driven antecedents

attraction

, 17

character traits

, 17–18

consistent track record of performance

, 16

leadership potential

, 16–17

Sponsor behaviours

access to external networks

, 12

access to senior leader networks

, 12

building confidence

, 76

build political acumen

, 12

develop confidence

, 12

ensure candidacy for roles

, 12

fight for promotion

, 12

give actionable career advice

, 12

give personal advice

, 12

nurture and teach

, 12, 75

political acumen

, 76

provide advocacy

, 12

provide image advice

, 12, 75

provide protection

, 12

provide stretch assignments

, 12, 76

provide visibility and exposure

, 12

Sponsor dependence

, 94–95

Sponsor-driven antecedents

empathy

, 19–20

prior sponsee experience

, 18–19

psychological need satisfaction

, 19

quid pro quo

, 20–21

Sponsor relationship

autoethnography

, 25–26

cultivation phase

, 29–30

implications to practice

, 32–33

initiating process

, 23

initiation phase

, 27–29

outcomes

, 41–47, 59

partnership phase

, 30–31

phase model

, 32

proactiveness

, 30

reciprocal nature

, 35–39

reciprocity and mutuality

, 58

risk management

, 81–88

self-reinforcing cyclical nature

, 65

separation phase

, 31–32

Sponsors

behaviours

, 12, 58

career advice. See also Sponsor behaviours

, 10

defined

, 6

function

, 9–12

hierarchy of roles

, 7

image building

, 12

learning

, 42–43

outcomes

, 43–44

protection

, 11

stretch assignments

, 10

sudden departure

, 84–85

visibility and exposure

, 9

Sponsorship

antecedents (See Antecedents)

application

, 125–131

capital framework

, 63–71

career moves

, 129–130

career progression

, 137

case studies

, 133–137

currency

, 13–14

definition

, 7–8

prescriptive model

, 119–123

skills and experience

, 127–129

women leaders

, 78–79

Sponsorship game plan

ask for sponsorship

, 104–105

aspiring manager

, 99–101

attraction

, 103

being proactive

, 105–106

character traits

, 103–104

earn and find a sponsor

, 101–102

leadership potential

, 103

maximise your sponsor relationship

, 105

network of sponsors

, 108

organisation

, 117–124

senior leader

, 111–116

sponsor’s success

, 106

strong track record of performance

, 102–103

trusted partnership

, 107–108

Sponsorship model

developing

, 55–56

impact of gender

, 58

outcomes

, 59

Part 1

, 56–57, 59, 60

Part 2

, 57–59, 60, 61

proactiveness

, 57

reciprocity and mutuality

, 58

sponsee behaviours

, 58–59

sponsor behaviours

, 58

Sponsorship programmes

, 74–78, 123–124

Sticky floor syndrome

, 2

‘Swing power,’ 64

Termination

, 96–97

Trust

, 45

Unique capital resources

, 71

Unpaid work

, 49

Volatile, uncertain, complex and ambiguous (VUCA)

, 67, 70, 128

Women

children responsibility

, 50

‘drop off’ figures

, 1

education

, 1

glass ceiling

, 2

home support system

, 60

inability

, 2

leaders

, 73–79

Organisation for Economic Cooperation and Development (OECD) report

, 51

sponsorship

, 78–79

sponsorship programmes

, 119

sticky floor

, 2

Women in Communications and Technology (WCT)

, 133

Women-only leadership programmes

, 74