The purpose of this study was to investigate the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.
This study used three data sources (i.e. employees, peers, and mentors) and a longitudinal design over a period of two years.
Employee self‐disclosure and modesty at time 1 predicted an increase in mentoring received and mentoring given at time 2. Further, self‐monitoring moderated the modesty‐mentoring given relationship such that employees high in self‐monitoring had the strongest positive relationship between modesty at time 1 and mentoring given two years later. Also, modesty interacted with self‐monitoring at time 1 to influence the number of mentors involved with employees. That is, the modesty – number of mentors relationship was positive for those high in self‐monitoring, and negative for those low in self‐monitoring.
Employees can exercise influence over the amount and type of mentoring experiences they receive based on the style on interaction they utilize with potential mentors, with specific reference to self‐monitoring and the use of modesty.
It is modesty, and early career employees' ability to present it well, that will lead to positive affect (i.e. liking) and behavior (e.g. benevolence and generosity) by senior managers.
Investigates the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.
