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- Publisher
- SAGE
- Copyright
- © Curators of the University of Missouri 2018
- ISSN
- 0894-8453
- eISSN
- 1556-0856
- DOI
- 10.1177/0894845318783079
- Publisher site
- See Article on Publisher Site
Abstract
Using multisource data from 37 countries encompassing a sample of 9,039 managers and their subordinates, we find that managers who provide more career mentoring receive higher performance ratings. This relationship holds true in all cultures but is more salient in more assertive than less assertive cultures. Conversely, managers who provide psychosocial mentoring receive higher performance ratings only in more assertive cultures. By understanding how the two types of mentoring behaviors affect managers’ performance across cultures with different levels of assertiveness, this study provides insight into how managers (especially expatriates and managers of cross-cultural teams) can adapt their mentoring behaviors across cultures.
Journal
Journal of Career Development – SAGE
Published: Jan 1, 2018