TY - JOUR
AU1 - Steven H. Appelbaum
AU2 - Stephen Ritchie
AU3 - Barbara T. Shapiro
AB - Interest in mentoring has been heightened recently since this process, which is an evolving dynamic relationship between a protègè and the mentor, strongly impacts on the entire organization and those micro‐components associated with organizational behaviour in general. These include individual processes, interpersonal and work‐group processes, and organizational structure. Specific attention is paid to leadership, corporate culture, gender differences, job satisfaction and performance. It was found that mentoring and leadership are related, since leaders often perform as mentors and this process is cyclical, i.e. mentors produce leaders who become mentors, etc. It was also found that there is a relationship between mentoring and culture and this can be utilized for differentiation, translation and modification of that culture. In terms of gender differences, mentoring has traditionally been a male‐dominated process but the research indicates that female proteges are adapting well to the organizational mentoring systems. However, females are not assuming the mentoring role in the same manner as males. The relationship between mentoring and job satisfaction exists in terms of mentoring, fostering less absenteeism, turnover and plateauing. Job satisfaction and career commitment are positively correlated also. Performance appears to be the link between mentoring and satisfaction in terms of benefits to the organization and dyad. Presents the finding that mentoring is related to organizational behaviour in general, with suggestions for future research to focus on micro‐elements in this evolving topic.
TI - Mentoring Revisited: An Organizational Behaviour Construct
JF - International Journal of Career Management
DO - 10.1108/09556219410062596
DA - 1994-08-01
UR - https://www.deepdyve.com/lp/emerald-publishing/mentoring-revisited-an-organizational-behaviour-construct-rxXEiRUPbe
SP - 3
EP - 10
VL - 6
IS - 3
DP - DeepDyve
ER -