Motives to mentor: Self-focused, protégé-focused, relationship-focused, organization-focused, and unfocused motives

Janssen, Suzanne; Vuuren, Mark van; Jong, Menno D.T. de

doi:10.1016/j.jvb.2014.08.002

Cited by 57 publications

(47 citation statements)

References 38 publications

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“…Janssen et al . ; Sun et al . ), but offers promising directions for research on mentoring mechanisms.…”

Section: Underlying Developmental Mechanisms Of Mentoringmentioning

confidence: 99%

“…For example, Janssen et al . () show how relational motivations (e.g. the need to form and maintain close relationships with others) play a role in mentors’ motives to mentor.…”

Section: Relational Motivations Of Both Mentors and Protégésmentioning

confidence: 99%

“…As shown by Janssen et al . (), this means that some informal mentors have mainly extrinsic motivations to help the protégé (e.g. ‘I do this because it is part of my job’), while others have mainly intrinsic motivations (e.g.…”

Section: Relational Motivations Of Both Mentors and Protégésmentioning

confidence: 99%

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Informal Mentoring at Work: A Review and Suggestions for Future Research

Janssen

Vuuren

Jong

2015

Int J Management Reviews

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This paper reviews the literature on informal mentoring at work. Based on two basic premises of interpersonal relationships, it discusses four promising areas in current mentoring research that could be cultivated further by future research. The first premise that we hold is that relationships never exist in a vacuum. Traditionally, however, mentoring literature has often overlooked the context of mentoring. We propose that the developmental network approach can be further extended to gather more insight into the interplay between mentoring dyads and their context. Also, mentoring literature could pay more attention to temporal influences in mentoring studies. The second premise that is applied is that relationships are not only instrumental in nature. However, mentoring research to date has mostly applied a one‐sided and transactional view to mentoring. Relational mentoring theory could be helpful in examining relational motivations of both members. Also, mentoring literature can achieve more explanatory power by examining the underlying mechanisms of mentoring, next to social exchange principles, that cause these developmental changes. In summary, in each of these four research areas, we identify and discuss fundamental questions and developments in research that can advance mentoring theory and practice.

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“…Janssen et al . ; Sun et al . ), but offers promising directions for research on mentoring mechanisms.…”

Section: Underlying Developmental Mechanisms Of Mentoringmentioning

confidence: 99%

“…For example, Janssen et al . () show how relational motivations (e.g. the need to form and maintain close relationships with others) play a role in mentors’ motives to mentor.…”

Section: Relational Motivations Of Both Mentors and Protégésmentioning

confidence: 99%

See 1 more Smart Citation

Informal Mentoring at Work: A Review and Suggestions for Future Research

Janssen

Vuuren

Jong

2015

Int J Management Reviews

Self Cite

View full text Add to dashboard Cite

show abstract

“…On the intrapersonal level, mentor-related variables such as mentoring schemas (6), mentoring style (7), motivation to mentor (8), and mentor's experience as protégé (1, Mentoring is a complex developmental relationship that contributes to individual growth and career advancement in different areas of human activity, including academic medicine. This article describes a broader environmental milieux in which mentoring occurs and considers the ways in which the environmental factors may affect the process and outcomes of mentoring.…”

Section: Introductionmentioning

confidence: 99%

Understanding wider environmental influences on mentoring: Towards an ecological model of mentoring in academic medicine

Sambunjak¹

2015

AMA

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“…In describing how prosocial motivation diverges from altruism Grant and Berry (2011) write, "employees can desire to help others because they care about them, because they feel it is the right thing to do, because they wish to maintain membership in a valued group, and/or because doing so will make them feel good about themselves" (p. 77). These arguments are supported by evidence from the mentoring literature, which suggests that for experienced senior organizational members, providing junior colleagues with support and career counsel also fulfills self-motivations (e.g., reducing workload, identity affirmation, and preserving self-worth; Janssen, van Vuuren, & de Jong, 2014).…”

Section: Characteristics Of Managerial Leadersmentioning

confidence: 91%