The concept explains the value of introducing formal mentoring schemes within organisations. It also explains the typical characteristics of a formally-structured mentoring programme, together with the most common implementation steps and objectives which are normally agreed by the mentor and their protégé.
Mentoring is the professional, one-to-one relationship between a less experienced individual (protégé) and a more experienced person (mentor) which typically aims to advance the personal and professional growth of the former (Wanberg et al., 2006; Woolnough and Davidson, 2007).
Mentoring Description *
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Mentoring Strengths *
Mentoring Weaknesses *
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Mentoring References (4 of up to 20) *
- Botha, D. (2007) Mentoring Revisited. Advances in Library Administration and Organization, Vol. 24, pp. 151-89.
- Chandler, D.E. (2011) The Maven of Mentoring Speaks: Kathy E. Kram Reflects on Her Career and the Field. Journal of Management Inquiry, Vol. 20(1), pp. 24-33.
- Eby, L.T. (1997) Alternative Forms of Mentoring in Changing Organizational Environments: A Conceptual Extension of the Mentoring Literature. Journal of Vocational Behavior, Vol. 51(1), pp. 125-44.
- Eby, L.T. and Lockwood, A. (2005) Protégés’ and Mentors’ Reactions to Participating in Formal Mentoring Programs: A Qualitative Investigation. Journal of Vocational Behavior, Vol. 67, pp. 441-58.
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