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Systematically examining the mentoring process for PhD students' needs to recognize that it has characteristics of unit/small batch production and relies heavily on the coproduction of the PhD student. This article examines one mentor's experiences with 80+ PhD students over an extended period of time using these conceptual lenses. Three general principles or "mind-sets" that serve as an overall guide to the process. First, mentors need to take cognizance of their strengths and weaknesses as scholars and potential mentors. Second, mentors need to recognize that students vary in skills, personality and responsiveness; and these factors need to be considered in successful mentor relationships. Third, humility is valuable since not everything will work every time. Mentoring is a process where adjustments need to be continually made as the student, the mentor, and their relationship evolves. Ten specific tools are discussed in relation to these mind-sets.

Building on the work of Adam Herbert, this research examines how minority managers navigate the pressures of their organization versus the pressures of their community. Organizational socialization suggests that the socialization process will introduce employees to the goals and priorities of the organization and result in similar behaviors among managers. However, social identities (i.e., race, gender) also significantly influence the values, attitudes, and behaviors of a public servant. Navigating these two competing pressures, minority managers often experience role conflict in their work. We theoretically explore and empirically examine how race affects minority managers' perceptions, networking behaviors, and hiring outcomes. We test our hypotheses using 6 years of school superintendent survey data. We find that racial minority managers behave in similar ways to their White peers as they have similar perceptions of their role in the organization and engage in professional networking behavior at similar rates. However, minority managers separately address the interests of their same-race minority community by hiring same-race street-level bureaucrats. As public organizations have grown increasingly diverse, this research revisits the experiences of minority public administrators and contributes to our understanding of how race and social identities contemporarily influence public managerial behaviors.

The study of representative bureaucracy traces out multiple organizational and individual-level pathways through which identity-based representation contributes to improvements in bureaucratic processes, outcomes, and legitimacy. Leveraging a multi-level dataset of Florida emergency room visits, we simultaneously model aggregate (indirect) and individual (direct) forms of representation to shed light on what we term "contagion effects" in representative bureaucracy. Our theory of contagion argues that the presence of under-represented bureaucrats (in the aggregate) can change the behavior of other existing bureaucrats. An empirical test of physician-patient sex matching in heart attack outcomes finds that male physicians get better results for female patients when they work alongside more female physicians in their unit, that contagion effects are indicative of men changing their behavior to be more receptive to women's symptoms, and that the quality of medical school is related to men's susceptibility to contagion influences. [ABSTRACT FROM AUTHOR]

Studies of organizations with limited capacity operating in uncertain environments and hit by crises can contribute important insights into public administration. Based on a large-N quantitative analysis of US nursing homes, which became ground zero of the COVID-19 pandemic, this article examines the effect of government regulation, ownership, and several distinct management strategies on organizational capacity to curb the threats posed by the pandemic. Using hybrid datasets including nursing home data, administrator surveys, COVID-19 outcome data, a COVID-19 regulatory stringency index, and US Census Bureau data, our analysis shows that restrictive COVID-19 state government policies and public/nonprofit ownership help minimize environmental threats and reduce COVID-19 impacts. Yet management strategies—external management, innovation management, distributive leadership, and regulation management—have only modest effects on COVID-19 outcomes. These findings inform our understanding of how organizations operate at the margins and the impact of management on outcomes during a crisis. [ABSTRACT FROM AUTHOR]