Journal
JOURNAL OF BUSINESS AND PSYCHOLOGY
Volume 34, Issue 4, Pages 403-424Publisher
SPRINGER
DOI: 10.1007/s10869-018-9551-z
Keywords
Mentoring; Mentoring relationships; Mentoring behaviors
Categories
Funding
- U.S. Army Research Institute for the Behavioral and Social Sciences [W5J9CQ-12-C-0040]
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Our understanding of how to maximize the benefits of mentoring relationships for employee development has been limited by a vague understanding of what effective mentors are actually doing and how they are doing it. To begin to remedy this, we conducted one qualitative interview study of well-respected mentors to uncover the breadth and detail of their behaviors, and one quantitative study to see how a subset of these behaviors would be endorsed under two moderating conditions. Our qualitative study consisted of 28 interviews followed by detailed coding and analysis, and yielded a new framework of mentoring behaviors we named the cuboid of mentoring. This framework provides a rich set of behavioral statements that could be mined for research and practice purposes. Our quantitative investigation used a policy-capturing approach to investigate the extent to which experienced mentors endorsed mentoring objectives and behaviors under different conditions. This study showed that mentoring actions are purposeful, and the methodology demonstrates a paradigm for further study of boundary conditions of mentoring behaviors and supports conclusions from the qualitative study regarding how mentors think about the objectives and behaviors of mentoring.
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