A longitudinal study of mentor and protégé outcomes in formal mentoring relationships

Abstract

Summary This study examined relationships between mentoring functions offered and transformational leadership as a mentor outcome and affective well‐being and organizational commitment as mutual outcomes for both mentors and protégés. For this examination, we conducted a longitudinal field study by using 111 matched reports from both mentors and protégés collected at three different points in time over seven months in nine Korean companies that administered a standardized formal mentoring program. Study results showed that mentoring functions assessed at Time 2 were positively associated with mentors' and protégés' post‐mentoring outcomes at Time 3 after controlling for pre‐mentoring initial levels of those outcomes at Time 1. Study findings also revealed that relative effects of mentoring on the mentor and protégé outcomes differed by the types of mentoring functions. We discuss the theoretical, practical, and methodological implications from these results. Copyright © 2012 John Wiley & Sons, Ltd.

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

“…Ragins et al [63] demonstrated that protégés experience a greater level of organizational commitment compared to non-mentored employees. Chun et al [64] identified affective well being and organizational commitment as mutual outcomes of the mentoring relationship. Hartmann et al [65] posited in detail that mentoring is positively associated with protégés' affective and normative organizational commitment.…”

The Efficacy of the <i>Adaptive Mentorship</i><sup>©</sup> Model

“…From 2007 to the present we have continued to apply the model in our own mentorship of novice teachers during their extended-practicum programs, and we have also been more widely distributing the model through public presentations and scholarly publications (Ralph & Walker, 2011a, 2012. As a result of these dissemination efforts, leaders from several other professional disciplines have implemented the AM model.…”

“…Some of the mentorship research has indicated that although the relationship between mentors and protégés is typically positive (Chun, Sosik, & Yun, 2012), there is in many cases a deficiency that arises within the mentorship transaction. The problem may emerge from inadequate/inappropriate guidance, unacceptable supervisory interventions, unproductive mentoring responses, or poor leader communication (Taherian & Shekarchian, 2008).…”

“…Adaptive Mentorship © is a model that guides mentors in adjusting their mentoring responses to appropriately match the task-specific development level of protégés whom they are assisting in the learning/working situation (Ralph & Walker, 2011b, 2012. We depict the AM model in Figure 1.…”

41 Reflections on the Relationship Between Mentoring, Female Development and Career Progression: Investment Management Versus Human Resource Management

“…389-390). Desimone, Hochberg, Porter, Polikoff, Schwartz and Johnson (2014) ;Chun, Sosik and Yun (2012) and Ragins and Cotton (1999) concur that the occupational environment is an important factor when examining the effectiveness of mentoring. They claim, however, that even more essential is the examination of informal and formal mentoring, separately, within work settings.…”