Free Management Dissertations - It Found That Two Thirds Of The Respondents Had A Mentor And Those That Have
It found that two thirds of the respondents had a mentor and those that have had them earn more money at a younger age and tend to happier with their career progress. (Roche, 1979)
Kram (1983) argues that mentees often attract their mentors through outstanding performance or simply by being similar in personality or sharing common interests. Less frequently, the relationship is initiated by the mentee actively seeking assistance. The mentoring relationship is often referred to in terms of a mentor-mentee dyad or linked pair. The mentor can earn respect for identifying and grooming a mentee who becomes a successful performer but risks negative reputational consequences if the mentee fails. Many senior managers are reluctant to take on a mentor role for that reason. (Megginson, 2000)
Kram, 1985, suggests that apart from career development functions such as sponsorship, visibility, coaching, protection, and challenging assignments, that the mentor relationship enhances the mentees psychosocial development, through role modelling, counselling, and friendship and in so doing, fosters the development of interpersonal skills necessary for career success. Wright and Wright, 1987, in their review article on the role of mentors in young professionals' career development added the advantages of establishing a professional network and a boost to personal identity, which comes with the acceptance and confirmation of others. Both the organisation and the individual therefore benefit from a mentoring programme. A mentee in a formal programme is perceived by the organisation as a high potential individual in which the organisation can invest and realise a long term benefit as a return.
The choice of mentor is a fundamental to the success of the relationship if a formal mentor programme is to meet the expectations of both the mentor and mentee. The consequences of an inappropriate match range from loss of the mentor during the relationship due to resignation or demotion, emotional strain in the mentoring relationship, or attachment to an inadequate, exploitative, or overprotective mentor. (Booth, 1996) A match in terms of personal qualities such as empathy, interpersonal and communication skills and professional skills and knowledge relative to the mentee’s expectations are essential. Understanding of the risks inherent in the relationship and the time requirements needs mapping and acceptance. (Megginson, 2000) Equally, role clarification, and changing expectations must be understood and met throughout the development cycle of the relationship. Kram, 1985, identified four relationship stages in the process: Initiation, cultivation, relationship, separation, and redefinition showing that healthy mentoring relationships are evolutionary rather than static in nature and prevent an overdependence on the mentor developing.
Dissertations - Free Management Dissertations
