Developing effective mentoring relationships Strategies from the mentors viewpoint.pdf英文资料.pdfVIP

Developing Effective Mentoring Relationships: Strategies From the Mentor’s Viewpoint Tammy D. Allen Mark L. Poteet Mentoring is being increasingly used by companies as a means of fostering employee learning and development. Limited research exists from the perspective of the mentor on these relationships. This article presents the results of a qualitative study that investigated the characteristics that the ideal mentor should possess and ways that both mentors and proteges can make mentoring relationships most effective. Findings from the study are used to frame sug- gestions for future research and practice. The topic of mentoring has received much research attention in the career development literature in recent years. Mentoring reflects a relationship between two individuals, usually a senior andjunior employee, whereby the senior employee takes thejunior employee “underhis or her wing” to teach thejunior employee about his or her job, introduce thejunior employee to contacts, orient the em- ployee to the industry and organization, and address social and per- sonal issues that may arise on thejob (Kram, 1985).The mentoring relationship is distinguished from other organizational relationships (e.g., supervisor-subordinate) in that the involved individuals may or may not formally work together, the relationship is typically not sanctionedby the organization, the relationship usually lasts longer than most organizational relationships, the issues addressed dur- ing the course of the relationship may and often include nonwork issues, and the bond between the mentor and protbgb is usually closer and stronger than those of other organizational relationships (Hunt Michael, 1983;Phillips-Jones, 1982). Tammy D. Allen is an assistant professor in the Department of Psycholog