Figure 4.
The framework is organised into antecedents, reverse mentoring implementation, and outcomes. Antecedents include organisational climate and culture, leadership and structural support, trust, psychological safety and relational availability, generational and demographic antecedents, and motivational-related antecedents. Organisational climate and culture includes learning and knowledge-sharing culture, open-age and no-ageism culture, equality, diversity and inclusion culture, and culture of reciprocity and bidirectionality. Leadership and structural support includes top-management sponsorship, stakeholder buy-in, H R and supervisory support, empowerment, leader humility, and organisational readiness. Trust, psychological safety and relational availability includes interpersonal and inter-generational trust, psychological safety, psychological equality, voluntary participation, mutual willingness, dyadic readiness, role clarity, and role-reversal acceptance. Generational and demographic antecedents include generational shift, digital natives, digital skill gap, technology change, stereotypes, generational and cultural differences, demographic pressures, globalisation, and new mind-set need. Motivational-related antecedents include employee engagement, empowerment, motivation, junior expertise, competence distinctive, and organisational and job conditions. Reverse mentoring implementation includes duration and frequency of meetings, matching, formality, support and monitoring, format, and configuration. Matching may be voluntary or assigned. Formality may be formal through an H R program or informal. Support and monitoring involve H R or a coach. Format may be in person or online. Configuration includes one-to-one, one-to-many, many-to-many, cohort, and flash mentoring. Moderators linked to implementation are leader competence and educational qualification. Mediators are knowledge sharing, work engagement, and relationship quality. Additional moderators before outcomes are perceived organisational support, P O S, and self-efficacy. Outcomes include knowledge and learning, employee attitudes, engagement and well-being, performance and productivity, retention, turnover and loyalty, leadership and talent development, and diversity, inclusion and intergenerational relations. Knowledge and learning includes knowledge transfer, intergenerational sharing, digital-skill senior, mentoring-skill junior, socio-technical flexibility, cognitive change and capabilities senior, innovation, and creativity. Employee attitudes, engagement and well-being include work engagement, affective commitment, mental and physical ill-health, and motivation and multigenerational satisfaction. Performance and productivity include employee performance, work performance and withdrawal, organisational performance, and dynamic capability. Leadership and talent development includes leadership skill pipeline junior and authentic leadership style millennial manager. Diversity, inclusion and intergenerational relations include equality, diversity and inclusion practice, relationship quality, and stereotypes reduction. Arrows connect antecedents to implementation, implementation to mediators, mediators to outcomes, and moderators to the implementation and outcome pathways.Integrated framework of reverse mentoring in management: from antecedents to outcomes
Source: Authors’ own work