Leveraging subordinates for performance how managers benefit from mentoring relationships

Wang, Pengji;Zhao, Xiuxi;Lim, Cuifang

Abstract

Using multisource data from 37 countries encompassing a sample of 9,039 managers and their subordinates, we find that managers who provide more career mentoring receive higher performance ratings. This relationship holds true in all cultures but is more salient in more assertive than less assertive cultures. Conversely, managers who provide psychosocial mentoring receive higher performance ratings only in more assertive cultures. By understanding how the two types of mentoring behaviors affect managers' performance across cultures with different levels of assertiveness, this study provides insight into how managers (especially expatriates and managers of cross-cultural teams) can adapt their mentoring behaviors across cultures.

Journal

Journal of Career Development

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Journal of Career Development

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ISBN/ISSN

1573-3548

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Publisher

Sage Journals

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DOI

10.1177/0894845318783079