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Informal mentoring through outsiders’ glasses : a qualitative study about how outsiders describe and perceive an informal mentoring dyad within their team and what they think about the possible consequences.

Tahitu, J.J. (2014) Informal mentoring through outsiders’ glasses : a qualitative study about how outsiders describe and perceive an informal mentoring dyad within their team and what they think about the possible consequences.

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Abstract:Various studies in the past have shown that the outcomes of a mentoring relationship can be very successful for the protégé, mentor and organization (Allen, Eby, Poteet, Lentz, & Lima, 2004; Fagenson, 1989). However, barely any study has focused on the perception and consequences of an informal mentoring relationship on outsiders (a third-party) within the same team. But, studies in the past have shown the importance of good relationships among coworkers and between leaders and employees (e.g. Dirks & Ferrin, 2001; Kramer, 1999). It is also shown that a deterioration of a workplace relationship has influence on emotional stress, less ability to perform tasks well, intentions to turnover and the perception of the role of workplace relationships (Sias, Heath, Perry, Silva & Fix, 2004). For that reason, it is important to get more insight in the perception and the possible consequences for outsiders of an informal mentoring relationship because being an outsider of a relationship might have consequences for both the outsider (on personal level) and the organization. Twenty-one outsiders were qualitatively examined using semi-structured interviews which consisted of parts: general questions about mentoring, mentoring experience, description of the mentoring dyad within the team, perception of this dyad and the possible consequences of the dyad. The study shows that, in line with research about parallels like friendship at work LMX, outsiders perceive organizational injustice. The results show that outsiders are frustrated, envious and feel social excluded. For outsiders, an informal mentoring relationship has more negative (bad atmosphere, the influence of the mentoring dyad, trust issues, decreased work motivation and counterproductive work behavior) than positive consequences (using the dyad in decision-making processes and organizational citizenship behavior (OCB)). Implications of the findings and suggestions for future research are presented.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:05 communication studies
Programme:Communication Studies MSc (60713)
Link to this item:http://purl.utwente.nl/essays/66050
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