Why not a women-to-women mentoring dyad? A grounded theory approach to address inquisitiveness

The hospitality sector is recognized as one of the largest and fastest-growing service industries worldwide. However, it remains deeply rooted in traditional gender norms (Brizuela et al., 2023). Despite a notable increase in women's participation in the workforce, significant structural barriers continue to hinder their advancement to senior and strategic positions (Kruesi and Bazelmans, 2023). These challenges are especially pronounced in emerging economies like India, where traditional gender roles intersect with professional limitations, significantly shaping and often restricting women's workplace experiences (Chauhan et al., 2022). Mentoring is recognized as a crucial strategy in human resource management for fostering professional development, particularly among underrepresented groups (Ntshongwana and Tanga, 2025). For women, mentoring provides not only professional guidance but also vital psychological support and access to networks that help them navigate gendered organizational cultures (Maguire et al., 2025). Notably, mentoring relationships are seldom gender-neutral (Manongsong and Ghosh, 2023), and the dynamics of women-to-women mentoring have not received adequate scholarly attention, often overshadowed by cross-gender mentoring narratives (Shin and Kim, 2023).

In the Indian hospitality sector, entrenched hierarchical structures and cultural norms perpetuate male dominance in leadership, complicating the establishment of same-gender mentoring relationships (Gong and Li, 2021). While hospitality organizations have introduced mentorship initiatives, many lack a gender-sensitive framework and fail to address the unique challenges female employees face in seeking female mentors (Wolf and Brenning, 2023). This oversight reveals a critical gap in strategies designed to promote gender equity in the industry. The existing literature mainly examines general outcomes of mentoring but often neglects gender dynamics and the psychosocial and structural factors influencing mentee preferences (Shin and Kim, 2023). There is a notable lack of empirical studies investigating why female mentees are hesitant to engage with female mentors, even when mentorship programs exist. Most research has focused on mentors’ perspectives or organizational outcomes rather than the complex experiences of female mentees. This gap reveals the need for a more detailed exploration of mentees' viewpoints to better understand mentoring dynamics.

This research addresses the gap in understanding women-to-women mentoring dynamics in organizational settings, specifically within the Indian hospitality industry. It examines the conditions that enable or hinder these mentoring relationships. Grounded in Relational-Cultural Theory (Ragins, 2016) and Kram's mentoring model (1985), the study analyzes how female mentees assess and select potential female mentors, focusing on essential attributes. It also explores the structural, relational, and cultural barriers that influence their mentoring choices, contributing to the discourse on female mentorship in organizations. This research study employs constructivist grounded theory (Charmaz, 2006) to inductively develop theory by emphasizing participants’ lived experiences instead of testing existing hypotheses. This approach allows for dynamic engagement with the data, revealing nuanced insights that reflect the complexities of social interactions in specific contexts (Strauss and Corbin, 1990; Birks and Mills, 2015).

The research is structured around the following objectives:

1. To investigate the perceptions of female mentees regarding potential female mentors operating within organizational contexts.

2. To delineate the interpersonal and professional traits that shape mentees' processes of mentor selection.

3. To examine the institutional and sociocultural obstacles that impede the longevity and effectiveness of same-gender mentoring dyads.

This investigation is systematically structured around three pivotal research questions:

1. What specific personal and professional characteristics do female mentees prioritize when selecting female mentors?

2. What underlying factors contribute to the hesitance among female mentees to engage in same-gender mentoring relationships, even in the presence of available female mentors?

3. What strategies or support mechanisms can effectively bolster female mentees' participation in women-to-women mentoring initiatives within industries characterized by male dominance, such as hospitality?

This study aims to develop a thorough understanding of mentoring processes that is both theoretically sound and practically useful. The manuscript is organized as follows: the next section critically reviews the existing literature on mentoring practices in the hospitality sector, highlighting gendered mentoring dynamics. This is followed by a discussion of the theoretical frameworks and methodologies used. The empirical findings are then presented, along with a discussion of their implications. Finally, the conclusion summarizes the study's limitations and suggests directions for future research.

Mentoring is essential for professional development, knowledge transfer, and talent retention in complex service industries like hospitality (Eby et al., 2013; Karcher et al., 2006; Underhill, 2006). It provides career advancement pathways through strategic insights, coping mechanisms, and psychosocial support (Zhang and Rios, 2022). For women, who are often underrepresented in senior roles and face structural inequalities, mentoring is particularly important (Allen et al., 2004; Sheherazade et al., 2022). Despite benefits for all genders (Cook, 2022), women in hospitality frequently have limited access to formal mentoring, especially with same-gender mentors (Dashper, 2019). Challenges such as gender bias, a lack of female leaders, and work-life balance issues hinder the sustainability of women-to-women mentoring relationships (Chauhan et al., 2022; Deng and Turner, 2024). While mentors gain role modeling and networking opportunities (Ragins and Kram, 2007), mentees benefit from shared experiences (Eby et al., 2008; Ghosh, 2014). Cultural and organizational norms often deter female mentees from choosing female mentors, highlighting an area for further research. Investigating the effects of female mentoring and the factors influencing mentees’ mentor choices is crucial, particularly in India, where female workforce representation is rising. To this end, we employed a grounded theory (GT) approach to explore the challenges women face in sustaining mentoring relationships and their hesitance in selecting female mentors.

Research has examined mentor attributes and outcomes (Gisbert-Trejo et al., 2019; Eby and Robertson, 2020), yet same-gender mentoring among women remains under-studied (Shin and Kim, 2023). Scholars recognize that mentoring relationships are not just dyadic; they exist within gendered power structures that influence access and outcomes (Bhrami et al., 2023; Holmes et al., 2021). In hospitality, where women are prominent in frontline roles but scarce in leadership, same-gender mentoring can provide valuable support, visibility, and aspirational alignment. However, sociocultural norms, stereotypes, and structural barriers often hinder these relationships. Female mentors may be perceived as overburdened or less powerful than male mentors, which can erode trust among potential mentees (Dashper, 2019; Mary et al., 2022). Additionally, the high attrition of women in corporate roles raises concerns about the sustainability of these relationships. This situation underscores the need for further investigation into why female mentees may hesitate to choose female mentors.

The literature on mentoring largely emphasizes mentor characteristics and organizational structures, but recent studies highlight the role of mentee agency in shaping mentoring outcomes (Ntshongwana, 2024). Inquisitiveness, defined as the active exploration of mentoring opportunities, is crucial for mentees, especially women in male-dominated fields, to find mentors aligned with their goals (Ragins and McFarlin, 1990). Proactive mentees evaluate relationship dynamics, emotional support, professional credibility, and connection longevity, particularly in cultures with fewer female mentors. They also face sociocultural challenges, such as judgment risks (Dashper, 2019), and seeking female mentors can promote solidarity and address the lack of institutional support for women in leadership (Kruesi and Bazelmans, 2023). These dynamics reveal the complex interplay between mentorship, gender, and institutional barriers, necessitating a greater understanding of mentorship as both a strategic and relational process. While concepts like relational fit (Kram and Isabella, 1985) and psychological safety (Ragins and Kram, 2007) have been studied, inquisitiveness has received less attention. This study addresses this gap by exploring how inquisitiveness can highlight the challenges women face in mentoring within the hospitality industry and enhance their experiences.

Same-gender mentoring relationships among women may seem empowering, but they can be complex. Competition, emotional detachment, and hierarchical structures can weaken support, especially in male-dominated fields like hospitality, where limited advancement opportunities intensify rivalries (Wang et al., 2022). Conflicts between loyalty and status concerns may lead mid-career women to hesitate in mentoring younger colleagues, causing discomfort for mentees with authoritative mentors (Ibarra et al., 2013; Wu and Chui, 2020). This aligns with the “stereotype inoculation paradox,” where group identification generates both aspiration and anxiety (Dasgupta, 2011). Effective peer mentoring involves navigating similarities and differences as women seek mentors who align with their values while feeling the need to stand out. This underscores the necessity for context-sensitive frameworks that challenge the assumption that shared gender leads to effective mentoring. The study redefines relational evaluation as a tool for female mentees to assess risks and benefits in emotionally charged environments, advocating for a shift beyond static mentoring models to consider power dynamics and emotional labor (Maguire et al., 2025).

This research examines female-to-female mentoring in the Indian hospitality sector by integrating Relational-Cultural Theory (RCT) with Kram and Isabella (1985) foundational mentoring framework. This approach highlights the interplay between institutional frameworks and interpersonal relationships, elucidating how these elements shape the mentorship experiences of women in male-dominated environments. RCT, developed by Jean Baker Miller and further expanded by Fletcher and Ragins (2007), emphasizes that relationships fostering individual growth characterized by empathy, authenticity, mutual respect, and psychological safety are essential for women's professional advancement. Such relationships counter societal norms that promote emotional invisibility, making them both enriching and politically significant in sectors like hospitality (Kruesi and Bazelmans, 2023; Gong and Li, 2021). RCT also indicates that relational disconnections, often arising from structural inequalities, impede the development of emotional solidarity and authentic mentoring, crucial for women's sustained professional growth (Sheherazade et al., 2022).

Relational Cultural Theory (RCT) is enriched by Kram and Isabella (1985) framework, which provides a structured, process-oriented approach to mentoring. Kram distinguishes between psychosocial functions, such as companionship, role modeling, and emotional support, and career-related activities, including sponsorship, visibility, advocacy, and coaching. These dimensions are vital in shaping mentees’ perceptions of mentor compatibility. For instance, while a mentee may benefit from emotional support provided by a female mentor, perceived limitations in the mentor's organizational influence may hinder the mentee’s willingness to seek career advancement support, particularly when female mentors face systemic barriers.

This research employs a dual-theoretical framework, integrating Kram's mentoring theory and RCT. Kram clarifies the structural and procedural dynamics of mentoring relationships, while RCT explores the relational and emotional dimensions of these interactions. This approach enhances our understanding of mentee expectations and positions mentoring as a catalyst for individual growth and organizational change, particularly in promoting equity and inclusion where informal mentoring is often overlooked (Pacheco Figueroa and Alvarez Lemus, 2025). We also draw on feminist organizational theory to illustrate how institutions perpetuate patriarchal norms that affect perceptions of mentor credibility and leadership. Scholars such as Allen et al. (2004) and Wolf and Brenning (2023) argue that women are expected to provide emotional support while facing structural disempowerment, impacting the effectiveness and recognition of mentoring relationships and hindering professional advancement. The integration of RCT and Kram's framework has significantly shaped our interview protocol and coding methodologies, providing a solid foundation for interpreting emergent themes throughout the study. This constructivist grounded theory methodology enriches our contributions to discussions of fairness, agency, and the relational dynamics inherent in mentoring, especially for women navigating the complex landscapes of the hotel industry.

This study employed purposive and snowball sampling to recruit 75 female employees from the hospitality sector in urban Odisha, Eastern India. Eligibility criteria included self-identification as female, current employment in hospitality, prior engagement in professional mentoring, familiarity with organizational mentoring practices, and self-reported absence of significant psychological distress beyond typical workplace stressors. Sampling was guided by theoretical saturation (Charmaz, 2006) and monitored through memoing and coding logs. Recruitment occurred via professional networks and referrals to ensure diversity in age, experience, type of organization (e.g. hotels, resorts, restaurants), and hierarchical level. Participants received informed consent forms and interview questions via secure email prior to interviews, which took place from August to November 2024, either by telephone (n = 68) or in person (n = 7), lasting 50–90 min. Interviews were audio-recorded, transcribed, and analyzed using NVivo Version 10 software. Table 1 presents the demographic profile of respondents.

The research team consisted of four scholars with expertise in psychology, organizational behavior, and qualitative methods. This included two senior faculty specializing in mentoring research, one grounded theory expert, and one doctoral researcher. All members identified as feminist researchers and reflected on how their values influenced the research process. To promote reflexivity, they held pre-research sessions to identify biases and discuss positionality, particularly regarding same-gender mentoring and systemic barriers faced by women. They documented their assumptions through a reflexive memoing protocol, with interpretations undergoing internal audits and peer debriefing. The team acknowledged several biases, including: (1) the belief that insufficient organizational and peer support hinders female-to-female mentoring; (2) the view that societal and organizational structures complicate same-gender mentoring; and (3) a commitment to objective data interpretation. They also explored power dynamics between interviewers and interviewees, considering philosophical disagreements and identity differences.

This study adopted a Constructivist Grounded Theory (CGT) approach, as outlined by Charmaz (2006), which emphasizes the co-creation of theory through researcher-participant interactions. CGT was employed to investigate processes shaping the phenomenon of interest, focusing on causal conditions, strategies, intervening factors, and outcomes (Creswell, 2013). Unlike traditional grounded theory by Strauss and Corbin (1990), which prioritizes data alone, CGT recognizes the significance of context, participant relationships, and researcher positionality, leading to active meaning-making and constructed interpretations. The analysis drew on Kram and Isabella (1985) mentoring theory and Relational-Cultural Theory (RCT), applied iteratively after initial coding. Kram's theory identifies two core mentoring functions: career-related support (sponsorship, protection, challenging assignments) and psychosocial support (companionship, acceptance, counseling, role modeling), along with four mentoring relationship stages: initiation, cultivation, separation, and redefinition. Initial coding was informed by Kram's categories, which facilitated the analysis of mentoring data. Employing the constant comparative method, researchers systematically compared interviews to refine codes and identify challenging themes. Theoretical sampling captured diverse perspectives, enriching the emerging theory. Reflexive memos documented insights and positionality, aligning findings with Kram's constructs. Ultimately, the grounded theory delineates key elements and challenges of women's mentoring experiences, noting alignment and divergence with established roles. A conceptual research model, depicted in Figure 1, was developed based on emergent literature and collected memos.

To prepare for our interviews, we developed specific questions based on theoretical frameworks that focused on mentee perspectives regarding mentoring, the challenges of selecting a female mentor, and desirable mentor attributes (seeAppendix A). Our semi-structured interviews used open-ended questions to allow participants to provide detailed insights (Charmaz, 2006; Strauss and Corbin, 1990). We analyzed data using a constant comparative method to refine our interview questions and coding. The lead author and the fourth team member independently coded each interview before reaching a consensus on interpretations. The psychological backgrounds of the team members enriched the data interpretation, while the second and third authors acted as internal auditors to provide feedback and help resolve discrepancies (Charmaz, 2006). Utilizing grounded theory (Strauss and Corbin, 1990), we followed three coding stages: open, axial, and selective coding. The concluding collection of concentrated codes, systematically arranged into overarching themes and categories, includes detailed definitions and representative quotations from participants. This comprehensive presentation can be found inAppendix B. In the open coding phase, we identified key categories from initial transcripts (Creswell, 2013). The first and fourth authors conducted line-by-line coding on the first five interviews (Charmaz, 2006). During the axial coding phase, we refined categories and developed subcategories, collaborating after coding several transcripts to discuss interpretations. The selective coding phase allowed us to create a cohesive narrative connecting categories and subcategories (Creswell, 2013; Strauss and Corbin, 1990), culminating in a theoretical framework focused on female-to-female mentoring dyads.

A limited set of codes, including “Connection” under the category of Personal Touch and “Challenging” within Desired Qualities, emerged during the open coding process. However, these codes were referenced by only a minimal number of participants and did not exhibit the necessary diversity or conceptual richness required for theoretical saturation. Given their conceptual overlap with more robust and well-developed categories, such as Interpersonal Relationship, Overall Experience, and Versatile, these codes have been retained in the comprehensive codebook (see Table 2) but have not been elevated to distinct constructs within the final conceptual model. This approach ensures the model retains its parsimony while providing full documentation for the benefit of readers.

To ensure data trustworthiness, we began by examining our biases to promote objectivity (Charmaz, 2006). Prior to data collection and analysis, we documented team biases to minimize subjectivity (Creswell, 2013). The second and third authors audited the coding process conducted by the first and fourth authors, providing feedback on consensus coding. We conducted rigorous audits to confirm data reliability and documented the development of themes and subthemes, which were reviewed by an external auditor with 2 decades of grounded theory experience to validate our findings (Mertens, 2015).

This study examines how women professionals in Indian organizations perceive female-to-female mentoring, their preferences for these relationships, and the challenges they face. Interviews with 75 women in the hospitality industry revealed two key themes: relational expectations in female mentoring and barriers to same-gender mentorship. The findings, grounded in Kram and Isabella (1985) mentoring framework and Relational Cultural Theory (RCT), highlight the tension between the desire for supportive relationships and the cultural and organizational challenges that complicate them. Participants emphasized empathy, personal connection, and shared gender experiences when selecting mentors. They valued interpersonal connections that promoted open communication and effective guidance and preferred mentors with significant professional experience. Female mentors offered critical insights from their own experiences, helping mentees navigate challenges and avoid pitfalls. This underscores the vital support mentors provide through coaching, exposure, and sponsorship.

Participants provided various reasons for selecting a mentor, with many female participants preferring cross-gender mentoring and emphasizing their identity as women. Approximately 45 noted the unique challenges women face, particularly their underrepresentation in leadership roles, which they attributed to a “dream gap” reflecting the disparity between women's potential and available opportunities.

Participants expressed a preference for mentorship that balances professional credibility with emotional connection. Analysis of their feedback revealed three key themes related to Research Question 1 (RQ1): the Beneficial Skillset, Desired Qualities in Mentorship, and the Personal Touch. These themes underscore the complexity of the mentor-mentee relationship, highlighting the need for both technical expertise and interpersonal connections in effective mentorship.

Personal Touch: A group of approximately 57 participants emphasized the significance of interpersonal relationships in female-to-female mentoring. Mentees value strong personal bonds with their mentors, which enhance communication and create a supportive environment for sharing advice and concerns. An approachable mentor effectively guides mentees through professional challenges, fostering trust and open communication, which simplifies the mentor selection process. Mentees seek mentors with similar career paths who can provide valuable insights, and they especially appreciate those with diverse experiences that relate to their unique situations. Essential elements of successful mentoring include emotional understanding, empathy, and strong connections.

Desired qualities in mentorship: The study examined the preferences of 66 participants for female mentors, highlighting a strong inclination towards versatile women in senior management with a strong work ethic. Participants emphasized the importance of adaptable mentors who challenge them to grow beyond their comfort zones. They valued mentors who set high standards and encourage risk-taking, seeing these traits as essential for building resilience and confidence. A democratic approach to mentoring was preferred, with mentees wanting an inclusive environment that values their input. Networking was identified as a key quality for mentors, as it creates opportunities and improves efficiency. Effective communication is also crucial; mentors should clearly articulate ideas and provide constructive feedback to help establish expectations and deliver actionable guidance.

Beneficial skillset: The study identified key skills essential for effective female-to-female mentorship: empathy, technological proficiency, openness to feedback, adaptability, and motivation. Empathy is crucial, as 41% of female mentees find empathetic mentors more approachable, fostering supportive relationships. Technological proficiency (noted by 9% of respondents) enhances communication and allows for remote sessions. Openness to feedback encourages reflection and development, helping mentees overcome gender-specific challenges. Finally, adaptability enables mentors to meet the diverse needs of their mentees while creating a supportive growth environment.

The most recent findings explored both interpersonal and structural strategies aimed at enhancing the effectiveness and longevity of mentorship programs for women. The insights derived from this analysis provide a comprehensive response to Research Question 3 (RQ3), which was investigated through the lenses of Productivity, Preference, and Sustainable Mentoring. These themes underscore the critical factors that can foster meaningful and enduring mentorship relationships in this context.

Sustainable mentoring: This study highlights that many female mentees (approximately 26) view the prioritization of mentoring responsibilities as crucial for their development. Engaged mentors foster supportive relationships essential for mentee growth, while mentees value consistent availability, which builds trust and reliability. Networking is also significant; around 19 mentees appreciate mentors who can facilitate professional connections for career advancement. Mentors are often evaluated based on their work quality, with roughly 37 mentees seeking those who uphold high standards and inspire excellence. Additionally, a willingness to seek help is valued, as mentees respect mentors who demonstrate humility and a commitment to continuous learning and improvement.

Productivity and preference: The research highlights factors influencing the productivity and sustainability of female-to-female mentoring relationships. It shows that meaningful engagement is more important than session length. Mentees (around 33) see no significant knowledge difference between male and female mentors. Demonstrating tangible achievements enhances the mentoring relationship's value. Additionally, flexibility in problem-solving and open information sharing lead to more productive outcomes.

The research highlights a myriad of critical challenges impeding the development and continuance of female-to-female mentorship dyads. It is imperative to address these challenges to foster an environment conducive to the flourishing of female mentors and mentees.

Many participants viewed female mentors positively, but several challenges hindered same-gender mentoring relationships. These challenges fall into two main themes: “Challenges Faced” and “Gender Effect.” Together, they respond to Research Question 2 (RQ2) and reveal the complex dynamics influencing women's mentoring experiences.

Gender effect- The analysis explores the impact of gender on mentoring relationships. A key concern is the gender pay gap, with about 29% of female mentees reporting pay disparities despite similar efforts and opportunities, which diminishes the value of female mentors. Addressing this inequity is essential for encouraging female-to-female mentoring. Emotional stability is another challenge; female mentors often show emotional sensitivity that fosters empathy, while male mentors tend to lack this engagement. The study found no significant competitiveness differences between genders, indicating that female mentors can create a supportive yet competitive environment. Additionally, male mentors are generally more accessible, while female mentors often face external responsibilities that limit their availability, hindering female mentoring connections.

Challenges faced- Time constraints significantly challenge female mentors. Feedback from about 57 female mentees reveals that many mentors struggle to balance personal and professional responsibilities, limiting their mentoring availability. This can diminish mentoring effectiveness and discourage mentees from seeking female mentors. To enhance mentor success, organizations should provide flexible scheduling and support. The demands of multiple roles often compromise the quality of mentorship, as noted by female mentees. Additionally, a lack of recognition can reduce mentor motivation and willingness to engage, further affecting mentees’ pursuit of guidance.

This study effectively addresses the primary research questions. It highlights the importance of mentees' emotional investment, trust development, and relational compatibility in relation to Research Question 1 (RQ1), which focuses on women's perceptions of same-gender mentoring partnerships. Research Question 2 (RQ2) identifies the structural and sociocultural challenges in women-to-women mentorship, including emotional labor, organizational silence, and institutional constraints. Furthermore, Research Question 3 (RQ3) elucidates the conditions that enhance the effectiveness and longevity of these partnerships, emphasizing the role of proactive mentoring interventions and the developmental benefits for mentees.

Recent scholarly investigations into public service, corporate leadership, healthcare, and higher education have examined the intricate dynamics of female-to-female mentoring relationships (Mertens, 2015). These studies reveal that while such mentoring pairs provide crucial support, role modeling, and identity affirmation, they also contend with relational tensions, emotional labor, and structural disempowerment. Eagly and Carli (2008) underscore the importance of relational authenticity and reciprocal vulnerability in effective mentoring, while Kruesi and Bazelmans (2023) characterize mentorship as undervalued “care work.” Much of the literature tends to focus on mentors and mentees in positions of relative power, often within Western frameworks. In contrast, our research explores these dynamics through the experiences of female mentees in the Indian hospitality sector, contributing valuable insights to the discourse on female mentorship within service-oriented and hierarchical contexts.

The findings indicate that female mentees prioritize relational compatibility, psychological safety, and emotional intimacy in their selection of female mentors. This focus on trust and empathy aligns with relational-cultural theory, which emphasizes mutuality and authenticity as critical for meaningful relationships. Participants often described mentors with phrases like “listened without judgment” and “shared their struggles,” supporting the argument by Bradford et al. (2021) that female mentorship typically emerges from collective resilience and shared marginalization experiences. The “Personal Touch” theme highlights the importance of emotional connectivity over traditional positional authority. Mentees prefer mentors who exhibit transparency, empathy, and a commitment to mutual growth. This preference is echoed in the themes of “Beneficial Skillset” and “Desired Qualities in Mentorship,” which stress the need for mentors to possess both professional skills and strong interpersonal capabilities. Maguire et al. (2025) reinforces this by asserting that effective female mentors balance authority with approachability, particularly in emotionally intensive fields like hospitality. Additionally, mentees seek mentors who challenge them intellectually and emotionally, emphasizing that relational mentoring fosters transformative change rather than mere comfort. Earlier studies (Birks and Mills, 2015) highlight that women mentors who cultivate environments for introspection, risk-taking, and feedback are crucial to shaping the career paths of their mentees, especially in gendered fields where confidence gaps exist.

Participants exhibited significant reluctance to pursue or sustain same-gender mentoring relationships, despite recognizing their potential benefits. This hesitancy arises from emotional complexities and institutional challenges, as highlighted by the themes of Gender Effect and Challenges Faced. In line with Rampersad (2024), who points out the often unrecognized emotional labor in mentoring, many mentees were hesitant to approach female mentors, viewing them as burdened by past strains or overwhelming commitments, which hindered the development of mentoring connections. A primary obstacle is structural disempowerment, as female mentors often struggle to offer substantial career support; mentees perceive them as lacking official authority or organizational influence. This aligns with critiques of gender hierarchies that suggest women, even in mid- or senior-level roles, lack equivalent institutional backing compared to men (Dominguez and Kochan, 2020). Such disparities diminish mentorship effectiveness and reflect broader gender dynamics in career progression. Participants also highlighted intra-gender challenges like competitiveness, distrust, and judgment, relating to the “stereotype inoculation paradox” noted in previous research (Dasgupta, 2011). The assumption that shared gender identity fosters emotional safety and effective mentorship is not universally valid, particularly in environments with limited female leadership, revealing the nuanced challenges women encounter in leadership roles.

The final cluster, “Sustainable Mentoring, Productivity, and Preference,” presents strategies to enhance mentorship for women in predominantly male environments. Participants highlighted the necessity for accessible mentors with professional credibility recognized by the organization. This perspective aligns with current mentoring literature advocating for structural support that includes designated time for mentoring, formal acknowledgment of mentors, and integration into performance assessments (Ntshongwana, 2024). Several mentees expressed a preference for peer-based, reciprocal mentoring characterized by reduced hierarchy and bidirectional learning. This aligns with Bhrami et al. (2023), which notes the efficacy of mentorship in Asian service industries when grounded in relational humility, collaborative learning, and mutual respect. Additionally, participants stressed the importance of technological adaptability, particularly for women balancing professional and personal commitments. In the hospitality sector, remote and hybrid mentoring frameworks are viewed as viable strategies for broadening access to support.

This research enriches the existing body of literature on mentoring by investigating women-to-women mentoring through the frameworks of relational agency, emotional labor, and institutional positioning. It specifically addresses the underexplored topic of female mentorship within the Indian hospitality sector, therby filling a notable gap in academic discourse. Furthermore, this study critiques traditional mentor-centric paradigms that often presume a unidirectional flow of knowledge by prioritizing the perspectives and experiences of mentees. Additionally, it acknowledges the constraints of relational-cultural frameworks in the context of pervasive systemic inequities, while simultaneously reaffirming their theoretical significance and applicability. This study elucidates the nuanced considerations that mentees in service-oriented, gendered sectors encounter when selecting or sustaining relationships with female mentors. It underscores the critical interplay between institutional viability and emotional compatibility, a contrast to findings derived from research in more formalized or empowered domains. By foregrounding these complexities, the research bolsters the argument that effective mentoring is not merely the result of individual or relational dynamics; rather, it is profoundly shaped by systemic factors, including visibility, power dynamics, recognition, and cultural legitimacy. These elements collectively inform the mentoring experience, suggesting that it is a structurally mediated phenomenon rather than a solely personal endeavor.

This study advances the discourse on mentoring and gender by introducing a refined framework that incorporates mentee inquisitiveness into established mentoring models. Historically, literature on mentoring, particularly Kram and Isabella (1985) framework, has predominantly focused on mentors' roles in facilitating their protégés' career advancement and psychosocial well-being, often positioning mentees as passive recipients of guidance. This research challenges that view, positing that inquisitiveness enables female mentees to critically assess potential mentors, thereby underscoring their proactive role in the mentoring relationship. Furthermore, the study enhances Kram's framework by emphasizing the significance of the pre-dyadic phase, where the perceptions of mentees influence the initiation of mentoring relationships. By conceptualizing inquisitiveness as relational agency, the research introduces a crucial dimension, particularly in same-gender dyads within male-dominated fields such as hospitality. Mentees' evaluations of a mentor's emotional availability, trustworthiness, and professional trajectory highlight strategic considerations that mitigate relational risks.

Additionally, this research enriches Relational-Cultural Theory (RCT) by illustrating how gendered organizational structures influence relational development. While RCT emphasizes mutuality, empathy, and authenticity in mentoring relationships (Ragins, 2016), the findings reveal that these principles are frequently undermined by institutional factors. Senior female mentors face emotional fatigue and hierarchical rigidity, compounded by cultural expectations that foster competition among women, which obstructs the formation of empowering relationships. By framing relational disconnections as structural challenges shaped by gender dynamics, the study refines our understanding of inquisitiveness as influenced by relational dynamics. It contributes to feminist organizational theory by encouraging further exploration of the complex relational networks in mentoring, focusing on their formation, negotiation, and resistance.

The findings of this study have important implications for hospitality firms seeking to establish inclusive and effective mentorship programs. Female mentees prioritize relational availability, psychological safety, and emotional connection over technical expertise and hierarchical status. Therefore, mentorship initiatives should align with these preferences to better support female mentees. Organizations need to shift from rigid hierarchical mentoring models to frameworks that recognize the relational dynamics vital for effective mentorship, particularly among women. Research indicates that mentees value mentors who demonstrate approachability, empathy, and emotional engagement. Thus, mentoring programs should focus on pairing mentors and mentees based on shared professional values and communication styles.

Additionally, many female mentees hesitate to seek guidance from female mentors due to biases concerning emotional burdens and perceived authority. This highlights the necessity for organizational awareness, as leaders must understand the challenges faced by female mentors. To enhance mentor availability and mitigate burnout, organizations should redistribute tasks and formally acknowledge mentoring responsibilities in performance evaluations. Mentees respect mentors who exhibit perseverance in overcoming barriers. Organizations can also diversify mentoring by implementing peer mentoring and narrative-driven sessions, especially in male-dominated sectors like hospitality. Investing in ongoing mentorship programs is essential for fostering a supportive culture. Targeted training for mentors and mentees, along with workshops led by senior women, can enhance inclusivity. By adopting these strategies, hospitality organizations can create equitable workplaces and improve women's representation in leadership, thereby facilitating positive change within the industry.

The findings of this study carry considerable implications for both organizational and financial strategies within the hospitality sector. To bolster employee retention, enhance job satisfaction, and facilitate career progression elements intrinsically linked to the reduction of turnover costs and the elevation of service quality, organizations can strategically harness the insights gained regarding the multifaceted challenges and advantages associated with women-to-women mentoring. At the policy level, the integration of mentorship as a mechanism for workforce development and the advancement of gender equity may inform both governmental and industry-led initiatives, including Skill India, the National Tourism Policy, and various Gender Sensitization Programs. Furthermore, the establishment of standardized mentorship frameworks and the provision of incentives for female mentors could significantly reinforce institutional policies within hospitality organizations, fostering an environment conducive to inclusive leadership development.

Although this research offers significant insights, several limitations must be considered. The findings may not be generalizable due to a small sample size and narrow organizational focus. Future studies should utilize larger, more diverse samples across various industries. The reliance on self-reported data from female mentees raises concerns about social desirability bias; thus, incorporating data triangulation from multiple sources, including interviews with female mentors and organizational stakeholders, could enhance validity and provide a deeper understanding of the challenges in female-to-female mentoring. This study employed a cross-sectional approach using open-ended interviews, but future research would benefit from a longitudinal design to capture the evolution of mentoring relationships. The views of organizational leaders regarding mentorship, particularly their expectations are underexplored and merit further investigation.

Additionally, comparing male-to-female and female-to-female mentoring could elucidate the distinct challenges and benefits associated with each, contributing to a nuanced understanding of gender dynamics within mentorship. It is crucial for future research to examine how organizational culture and policies shape the challenges faced in female-to-female mentoring relationships. A comprehensive understanding of support mechanisms, diversity initiatives, and inclusive practices will be vital for organizations seeking to enhance their mentorship programs. Lastly, assessing the effectiveness of targeted strategies to overcome these challenges would significantly advance the field.

The female-to-female mentoring dyad has garnered significantly less academic attention as to why female mentees, despite having the opportunity to choose female mentors where they can build a more comfortable relationship, choose an opposite gender as a mentor. The literature on mentoring is skewed towards cross-gendered mentoring, an ongoing trend. Through this study, a sincere effort is made to address the question of why there is no female-to-female mentoring. The study began by identifying the underlying causes of representation of women at the top positions and keeping in mind the gender disparity and its underlying causes in the mentoring field. The applicability of these aspects in mentoring might vary from firm to firm, but keeping these criteria as a yardstick will help individuals choose the right mentor irrespective of gender. Furthermore, the insights derived from this study hold the potential to enrich public discourse surrounding women's representation and agency within India's burgeoning service sector. By illuminating the role of informal support networks and the concept of relational career capital in gendered occupational environments, this study seeks to elevate awareness and foster discussions about the complexities of women’s experiences in the workforce.

The supplementary material for this article can be found online.