Exploring Incongruence in Mentoring Dyads in Indian Firms: The Protégé Perspective

Abstract

This study seeks to explore whether the negative mentoring experiences (NMEs) of protégés in Western samples are generalizable, or whether there are possibly NMEs unique to the Indian cultural context. The finding of this exploratory study suggests that the most frequently occurring NME for protégés was mismatch in the membership of social group, as per regional, caste or religious orientation. While Western mentoring models are being practised widely in corporate workplaces in India, the process of enculturation and feeling of belonging to an India-specific social group is strong enough to negatively impact mentoring relationships such that these protégés perceive themselves to be “out-group” members. Managers may consider pairing mentors and protégés taking into consideration demographic profiling.

Seeds of trust ripe as luscious fruits: Faculty mentorship forum at Aga Khan University Medical College

“…An administrator mentioned; “The list of mentors is available on website which is reviewed every two years. FMF follow a Dyad Model of Mentorship 11 ; match junior faculty with available mentors. The mentees are being provided with option to come back if they are unhappy or unsatisfied with it, they can request to change their mentors”.…”

“… 14 Dyad mentorship model which is the most prevalent model was practiced in our mentorship program where pairing of proficient mentors with junior mentee was strengthened by FMF. 11 …”

“…14 Dyad mentorship model which is the most prevalent model was practiced in our mentorship program where pairing of proficient mentors with junior mentee was strengthened by FMF. 11 In depth exploration revealed that mentors enrolled in the program were eager to learn, transfer their wisdom to juniors and guide them in the career path. Literature also supports role of mentors in growth and development of mentees and students.…”