ere are several positive outcomes of a good mentoring system in the form of improved
income, accelerated promotions, and satisfaction with career progression later in life (Dreher
and Ash 1990), but the way mentoring is operationalized can be problematic.
In today’s context, the role of the mentor is changing and the leaders of the organizations
have to take the centre stage. With organizations becoming atter or even virtual in many
cases, the employees do not get a chance to be groomed by an expert in the organization. It is
possible for some mentoring relationships to last only for a few sessions, whereas o
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month, and much more.