The power of mentoring

Career success -

Can be conceptualised and assessed using a variety of measures

Should be evaluated primarily by using objective measures as these are easier to quantify

Is best considered as a unitary concept that can be measured by just one performance indicator

Two of the other responses are correct

Objective career success -

Tends to have a smaller impact on people's satisfaction with their careers than is commonly expected

Tends to grow fastest when employees focus on seeking pay rises and promotions

Tends to be higher in people who have received mentoring from more experienced individuals

Was shown to grow over time in the study by Andrea Abele and Daniel Spurk

Growth in subjective career success -

Is greatest when people focus on increasing their objective career success

Occurs when people place less emphasis on objective success

Is a major predictor of objective success

Is likely to result in lower objective success

Subjective career success -

Is lower for employees without families than for employees with families

Is lower for employees who have families than for employees without families

None of the other responses is correct

Is lower for women than men given that many women face discrimination against them

People may feel that they are less successful in their careers when -

They do not share quite the same values as their mentors

They have young children to support

They take part in fewer training and development opportunities

They feel that they are not being offered enough training and development

Political knowledge -

May be developed through conversations with a mentor

Is likely important for career success

May be developed through conversations with peer coaches

At least two of the other responses are correct

Mentoring -

Is most effective when the mentor and protégé are of the same gender

Is likely of more benefit to the mentor than the protégé

Requires that a mentor be older than a protégé

Usually involves a mentor who has more experience and/or seniority than the protégé

Mentoring may benefit the mentors who provide mentoring because -

Mentors get exposed to fresh ideas from younger colleagues

All of the other responses may be true

Mentors gain status when they are seen by their peers to be providing mentoring

Mentors develop their questioning, listening and coaching skills

Peer coaching is -

An effective replacement when mentoring is unavailable

A poor substitute for external coaching as provided by a professional coach

Likely to be more effective when the participants set an agenda and do some preparatory work before each session

Likely to be more effective when it involves a group of people as opposed to merely a pair of individuals

External coaching -

Has a higher return on investment than mentoring

Is most effective when provided by specialised experts (eg consultants and psychologists) rather than content experts (e.g. fellow accountants)

Provides the best return on investment for senior individuals (eg executives) rather than more junior individuals

Can be an effective technique for developing skills and changing behaviours

The power of mentoring

Career success -

Objective career success -

Growth in subjective career success -

Subjective career success -

People may feel that they are less successful in their careers when -

Political knowledge -

Mentoring -

Mentoring may benefit the mentors who provide mentoring because -

Peer coaching is -

External coaching -

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