Titlebook: Exploring Dynamic Mentoring Models in India; Payal Kumar Book 2018 The Editor(s) (if applicable) and The Author(s) 2018 workplace.leadersh

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https://doi.org/10.1007/3-540-40983-1ing dual learning advantages, for both mentors and mentees, attributes of mentorship-based learning are conducive to the development of life skills among youth. This chapter explores three youth peer mentor programme models being practised in Delhi (Youth in Conflict with Law, Sports for Development

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TIMENmes: An Iron Nitride Complex, from among 40 business schools—in which corporate leaders are mentoring students who will be future managers. The aim is to ensure that these students are more industry ready and better attuned to facing the challenges of leadership. Both students and corporate mentors were asked about their views

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Analog Circuits and Signal Processingnducted on both mentors and protégées in a start-up company consisting of about 300 employees, which is in aggressive growth-mode. This study suggests that Gen Y has high expectations of mentoring as a process, and greater willingness to try new mentoring models consisting of multiple mentors. Demog

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Brightness, Emittance and Temperatureuation and profitable exits. Scholars have focused less on the inter-organizational interaction between the venture capital (VC) and start-up entrepreneur. Using some interviews and secondary data from three Indian VC firms, this chapter explores the VC and investee enterprise mentoring within the I

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https://doi.org/10.1007/978-981-13-7387-9egan working in the 1990s to fight this menace. She later set up an organization, Impulse Social Enterprises, to help hundreds of women artisans become financially secure. The aim of this organization is not only to maximize financial returns for shareholders, but also to grow the social venture and

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