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Workplace relationships are unique interpersonal relationships with important implications for the individuals in those relationships, and the organizations in which the relationships exist and develop. [1] Workplace relationships directly affect a worker's ability and drive to succeed. These connections are multifaceted, can exist in and out ...
Peer support occurs when people provide knowledge, experience, emotional, social or practical help to each other. [1] It commonly refers to an initiative consisting of trained supporters (although it can be provided by peers without training), and can take a number of forms such as peer mentoring, reflective listening (reflecting content and/or feelings), or counseling.
Peer mentoring: Relationships that involve individuals in similar positions. One person may be more knowledgeable in a certain aspect or another, and they can help each other progress in their work. In most cases, peer relationships provide a lot of support, empathy, and advice because the situations are quite similar.
Peer mentoring in education was promoted during the 1960s by educator and theorist Paulo Freire: "The fundamental task of the mentor is a liberatory task. It is not to encourage the mentor's goals and aspirations and dreams to be reproduced in the mentees, the students, but to give rise to the possibility that the students become the owners of their own history.
In peer-dominated contexts, functional diversity may lead to marginalization and exclusion. [50] [51] Socially excluded children may have unsatisfying peer relationships, low self-esteem, and lack of achievement motivation, which affect their social and academic aspects of life, mental health, and general well-being.
Workplace mentoring is not confined to a certain age and is a relationship that develops through close interactions with a mentor and their protégé. Mentoring practices differ from other developmental relationships in the workplace, such as supervision and leadership.
Similarly, they're more likely to get up out of their chairs at work if others are doing the same. "It's difficult to stand up in a meeting if everybody's seated," Pireira said. "It takes courage."
They urged women to identify mentors, use social contacts, and build peer and authority networks. The push for networking drew on ideas and relationships from the era's feminist movement, and dictionaries of the time explicitly linked business networking to women's efforts to succeed in the workplace. [2]