The ambivalent dynamics of loyalty in mentorship
Article Type: Abstracts From: Development and Learning in Organizations, Volume 22, Issue 5
Oglensky B.D. Human Relations, March 2008, Vol. 61 No. 3, Start page: 419, No. of pages: 30
Purpose – looks at how loyalty can both support and constrain mentoring relationships. Design/methodology/approach – studies the nature and character of loyalty in mentorship and analyses the ambivalence within this by interviewing 14 mentor-protégé pairs and 27 half-pairs (this offering almost equal numbers of mentors and protégés). Findings – finds that the mentoring relationship is not a gift-relationship but instead that some reciprocity is expected, i.e. that mentors and protégés believe that they owe each other something and can make claims on each other. Identifies a mix of motivations within the relationship, including emotional (both positive and negative), normative and strategic motivations which shape the sense of loyalty within the relationship and can be a source of stress, conflict and dysfunction. Research limitations/implications – describes the research methods and the analysis. Practical implications – considers the implications for managing mentoring relationships. Originality/value –identifies the sources of conflict within mentoring relationships. ISSN:0018-7267 Reference: 37AK364
Keywords: Employees development, Interpersonal relations,Mentoring
