Perceptions of Mentoring Relationships

doi:10.1006/jvbe.1997.1592

Journal of Vocational Behavior

Volume 51, Issue 1, August 1997, Pages 29-42

https://doi.org/10.1006/jvbe.1997.1592 Get rights and content

Abstract

The influence of mentor–protégé relationship structure and experience factors on perceptions of mentoring were examined for a sample of mentors and also for a sample of protégés from the same work environment. Experience with mentor–protégé relationships (number of mentors/protégés and relationship length) and the relationship structure (formally arranged vs informally developed and subordinate vs non-subordinate protégé) significantly affected reports of the amount of psychosocial support, career guidance, role modeling, and communication that occurred in the mentoring relationships in which the protégés and mentors engaged.

References (21)

E.A. Fagenson
Mentoring—Who needs it? A comparison of proteges and non-proteges needs for power, achievement, affiliation and autonomy
Journal of Vocational Behavior
(1992)
E.A. Fagenson
Perceptions of proteges' vs. nonproteges' relationships with their peers, superiors and departments
The Journal of Vocational Behavior
(1994)
J. Olian et al.
What do proteges look for in a mentor? Results of three experimental studies
Journal of Vocational
(1988)
R. Burke et al.
How do mentorships differ from typical supervisory relationships?
Psychological Reports
(1991)
R. Burke et al.
Correlates of mentoring in organizations: The mentor's perspective
Psychological Reports
(1993)
G. Chao et al.
Formal and informal mentorships
Personnel Psychology
(1992)
J. Clawson
Mentoring in managerial careers
Work, family and career: New frontiers in theory and research
(1980)
G. Dreher et al.
Race, gender and opportunity: A study of compensation attainment and the establishment of mentoring relationships
Journal of Applied Psychology
(1996)
E.A. Fagenson
The power of a mentor: Proteges' and non-proteges' perceptions of their own power in organizations
Group and Organization Studies
(1988)
E.A. Fagenson
The mentor advantaged; Perceived career/job experiences of proteges vs. non-proteges
Journal of Organizational Behavior
(1989)

There are more references available in the full text version of this article.

Cited by (202)

Mentoring for gender equality: Supporting female leaders in the hospitality industry
2020, International Journal of Hospitality Management
Citation Excerpt :
One such intervention that has been shown to yield positive results in terms of increased commitment and satisfaction is mentoring (Kim et al., 2015). Mentoring results in durable benefits for both men and women, with those who have been mentored outperforming those who have not, even long after the mentoring relationship has ended (Fagenson‐Eland et al., 1997). While mentoring is beneficial for men and for women, it may be particularly important for women in overcoming some gender-related barriers to advancement (Ragins and Scandura, 1997; Elliott et al., 2007).
The hospitality industry struggles with problems with staff motivation, commitment and retention, whilst also having an entrenched glass ceiling that limits career opportunities for many women. Mentoring is a useful function to support and develop staff, and may be particularly important for helping women overcome gendered barriers to progression. This paper reports on a year-long qualitative study of a women’s mentoring programme in the hospitality industry in the UK. Drawing on data from 71 interviews with a sample of 13 mentors and 14 mentees, the findings illustrate the persistent gendered obstacles women experience as they try and negotiate careers in masculinist hospitality organisations. The mentoring programme offers individual support for the mentees, and also begins to challenge gendered discourses of success in hospitality careers, illustrating that mentoring has an important role to play in both career development and in confronting gender inequality in the hospitality industry.
Gossip as a resource: How and why power relationships shape gossip behavior
2019, Organizational Behavior and Human Decision Processes
Gossip entails spreading evaluative information about people who are not present. From a social exchange perspective, we examined how hierarchical power relationships shape individuals’ gossip motives and behavior. Results of a laboratory experiment (Study 1) partially supported our prediction that gossip is less likely and elaborate in downward compared to upward and lateral interactions. We further predicted that people gossip laterally to seek information and social support, and upwards to exert influence. A scenario (Study 2) and critical incident study (Study 3) with working populations showed that lateral gossip was more functional for seeking information and expressive social support, whereas upward gossip (Study 2) and upward and lateral gossip (Study 3) were more functional for exerting informal influence and for seeking instrumental support. These results confirm our notion that gossip is functional behavior that enables individuals in hierarchical power relationships to strategically exchange different social resources (i.e., information, influence, support).
Compulsory citizenship behaviour and job outcome among unpaid interns: the buffering role of perceived co-worker support
2024, Higher Education, Skills and Work-based Learning
An examination of whether and how leader humility enhances leader personal career success
2024, Human Resource Management
THE IMPACT OF MENTORING ON ENTREPRENEURIAL SUCCESS IN THE GAZA STRIP – PALESTINE: A THEORETICAL REVIEW
2023, Community Practitioner
The Impact of Introducing Midwives and also Mentoring on the Quality of Sexual, Reproductive, Maternal, Newborn, and Adolescent Health Services in Low- and Middle-Income Countries: An Integrative Review Protocol
2023, Methods and Protocols

View all citing articles on Scopus

^☆: Special thanks are offered to Barbara Ott and Jia-Ling Lin for assistance in survey distribution, data analysis, and computer programming for this study. This article was based on a paper that received the “Best Paper Award” at the Academy of Management, 1993.

^☆☆: Address correspondence and reprint requests to Ellen A. Fagenson-Eland, George Mason University, Enterprise Hall, Fairfax, VA 22030.

^★: B. Derr, Ed.

View full text

Regular ArticlePerceptions of Mentoring Relationships☆,☆☆,★

Abstract

Journal of Vocational Behavior

The Journal of Vocational Behavior

Journal of Vocational

How do mentorships differ from typical supervisory relationships?

Psychological Reports

Correlates of mentoring in organizations: The mentor's perspective

Psychological Reports

Formal and informal mentorships

Personnel Psychology

Mentoring in managerial careers

Work, family and career: New frontiers in theory and research

Race, gender and opportunity: A study of compensation attainment and the establishment of mentoring relationships

Journal of Applied Psychology

The power of a mentor: Proteges' and non-proteges' perceptions of their own power in organizations

Group and Organization Studies

The mentor advantaged; Perceived career/job experiences of proteges vs. non-proteges

Journal of Organizational Behavior

Regular Article
Perceptions of Mentoring Relationships☆,☆☆,★