Why Managers Want to Be Mentors? The Role of Intrinsic and Extrinsic Motivation and the Anticipated Costs of Mentoring for the Propensity to Mentor by Managers in Formal Mentoring in Organizations

Małota, Wioletta

Abstrakt

Purpose: The purpose of the research was to find out the correlation between the motivation and costs of internal or external locus of control and the propensity to mentor. Investment of time and per sonal energy was regarded as factors with an internal locus of control, whereas a lack of mentee’s achievement, problems caused by a mentee, unhealthy or unfriendly relation, and a risk to be replaced by a mentee were regarded as factors with an external locus of control. In the case of internal factors, their locus of control is the mentor him/herself while, in external factors, their locus is outside of the mentor and lies in a situation or an environment.

Methodology: A quantitative cross-sectional study among Polish managers.

Findings: First, the results show that uniquely intrinsic motivation relates to the propensity to men tor, while extrinsic motivation has no importance. Second, before deciding to mentor, managers estimate the costs of mentoring: the higher they are the lower the propensity to mentor. Third, the costs related to the internal locus of control – time and personal energy invested by a mentor in men toring – are most important when deciding to mentor. The risk of destroying a mentor’s reputation, problems caused by a mentee, unfriendly or unhealthy relationship and a risk to be replaced by a mentee emerged as of little importance. Fourth, previous experience as a mentor or mentee positi vely influences the propensity to mentor.

Value: The study contributes to existing research, theory, and practice in the field of organizational behavior in the context of mentoring. The findings shed light on decision patterns in managers’ pro pensity to mentor and thoroughly explore the role of the anticipated cost of mentoring.

Słowa kluczowe

motivational factors to mentor (1)cost of mentoring (1)cognitive patterns of deciding to mentor (1)manager as mentor (1)

Powiązania

Ajzen, I. (1991). The theory of planned behaviour. Organizational Behaviour and Human Decision Processes, 50, 179–211, https://doi.org/10.1016/0749-5978(91)90020-T [Google Scholar]
Ajzen, I. (2005). Attitudes, personality, and behaviour. Berkshire, England: McGraw Hill International. [Google Scholar]
Allen, T.D., Poteet, M.L., Russell, J.E.A. and Dobbins, G.H. (1997). A field study of factors related to willingness to mentor others. Journal of Vocational Behaviour, 50: 1–2, https://doi.org/10.1006/jvbe.1995.1525 [Google Scholar]
Allen, T.D. (2004). Protégé selection by mentors: contributing individual and organizational factors, Journal of Vocational Behaviour, 65, 469–483, https://doi.org/10.1016/j.jvb.2003.07.003 [Google Scholar]
Batson, C.D. and Show, L.L. (1991). Encouraging words concerning the evidence for altruism, Psychological Inquiry, 2: 159–168, https://doi.org/10.1207/s15327965pli0202_17 [Google Scholar]
Clutterbuck, D. (2016). What about mentee competences, 72–83. In: G. Lane and D. Clutterbuck (eds.), The Situational Mentor. London and New York: Routledge. [Google Scholar]
Ehrich, L.C., Hansford, B. and Tennent, L. (2004). Formal mentoring programs in education and other professions: A review of the literature. Educational Administration Quarterly, 40: 518–540, https://doi.org/10.1177/0013161X04267118 [Google Scholar]
Halatin, T.J. and Knotts, R.E. (1982). Becoming a mentor: are the risk worth the rewards? Supervisory Management, 27(20): 27–29. [Google Scholar]
Higgins, M.C. and Kram, K.E. (2001). Reconceptualising mentoring at work: a developmental network perspective. Academy of Management Review, 26(2): 264–288, https://doi.org/10.5465/amr.2001.4378023 [Google Scholar]
Homans, G.C. (1961). Social behaviour: its elementary forms. Oxford, Harcourt. [Google Scholar]
Kalbfleisch, P.J. (2007). Mentoring enactment theory: describing, explaining, and predicting communication in mentoring relationship. In: B.R. Ragins and K.E. Kram, Handbook in mentoring at work. Sage: Thousand Oaks, https://doi.org/10.4135/9781412976619.n20 [Google Scholar]
Kram, K.E. (1985). Mentoring at work. University Press of America, Maryland, [Google Scholar]
Kram, K.E. and Ragins B.R. (2007). The landscape of mentoring in the 21st century. In: B.R. Ragins and K.E. Kram (2007) (eds.), The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage, https://doi.org/10.4135/9781412976619.n27 [Google Scholar]
Lane, G. and Clutterbuck, D. (eds.) (2016). The Situational Mentor. London and New York: Routhledge, https://doi.org/10.4324/9781315552873 [Google Scholar]
Małota, W. (2017). Motivational factors to be a mentor in formal mentoring in organisations. The role of intrinsic and extrinsic motivation in propensity to mentor. Journal of Management and Business Administration. Central Europe, 25(4): 119–143, https://doi.org/10.7206/jmba.ce.2450-7814.210 [Google Scholar]
Murray, M. (2006). Innovations in performance improvement with mentoring. In: J. Pershing (ed.), Handbook of human performance technology. San Francisco: Pfeiffer. [Google Scholar]
Newby, T.J. and Heide, A. (1992). The value of mentoring. Performance Improvement Quarterly, 5(4): 2–15, https://doi.org/10.1111/j.1937-8327.1992.tb00562.x [Google Scholar]
Ragins, B.R. (1997). Antecedents of diversified mentoring relationships. Journal of Vocational Behavior, 51: 90–109, https://doi.org/10.1006/jvbe.1997.1590 [Google Scholar]
Ragins, B.R. and Kram, K.E. (eds.) (2007) The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage. [Google Scholar]
Ragins, B.R. and Scandura, T.A. (1999). Burden or blessing? Expected costs and benefits of being a mentor. Journal of Organisational Behaviour, 20: 493–509, https://doi.org/10.1002/(SICI)1099-1379(199907)20:4<493::AID-JOB894>3.0.CO;2-T [Google Scholar]
Ryan, R. and Deci, E.L. (2000). Intrinsic and extrinsic motivations: classic definitions and new directions, Contemporary Educational Psychology, 25: 54–67, https://doi.org/10.1006/ceps.1999.1020 [Google Scholar]
Standing, G. (2014). A Precariat Charter. From Denizens to Citizens. Bloomsbury. Kindle edition, https://doi.org/10.1093/acprof:oso/9780198728863.003.0005 [Google Scholar]
Turban, D.B. and Lee, F.K. (2007). The role of personality in mentoring relationships: formation, dynamics, and outcome. In: B.R. Ragins and K.E. Kram (eds.), The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage, California, https://doi.org/10.4135/9781412976619.n2 [Google Scholar]
Wernimont, P.F. and Campbell, J.P. (1968). Signs, samples, and criteria, Journal of Applied Psychology, 52(5): 372–376, https://doi.org/10.1037/h0026244 [Google Scholar]
Young, A.M. and Perrewe P.L. (2004). The role of expectations in the mentoring exchange: analysis of mentor and protégé expectations in relation to perceived support. Journal of Managerial Issues, 16(1): 103–125. [Google Scholar]

Kompletne metadane

Cytowanie zasobu

APA style

Małota, Wioletta (2019). Why Managers Want to Be Mentors? The Role of Intrinsic and Extrinsic Motivation and the Anticipated Costs of Mentoring for the Propensity to Mentor by Managers in Formal Mentoring in Organizations. (2019). Why Managers Want to Be Mentors? The Role of Intrinsic and Extrinsic Motivation and the Anticipated Costs of Mentoring for the Propensity to Mentor by Managers in Formal Mentoring in Organizations. Central European Management Journal, 27(2), 64-82. https://doi.org/10.7206/jmba.ce.2450-7814.253 (Original work published 2019)

MLA style

Małota, Wioletta. „Why Managers Want To Be Mentors? The Role Of Intrinsic And Extrinsic Motivation And The Anticipated Costs Of Mentoring For The Propensity To Mentor By Managers In Formal Mentoring In Organizations”. 2019. Central European Management Journal, t. 27, nr 2, 2019, ss. 64-82.

Chicago style

Małota, Wioletta. „Why Managers Want To Be Mentors? The Role Of Intrinsic And Extrinsic Motivation And The Anticipated Costs Of Mentoring For The Propensity To Mentor By Managers In Formal Mentoring In Organizations”. Central European Management Journal, Central European Management Journal, 27, nr 2 (2019): 64-82. doi:10.7206/jmba.ce.2450-7814.253.

Prawa autorskie

CC-BY-NC-ND

[1] Ajzen, I. (1991). The theory of planned behaviour. Organizational Behaviour and Human Decision Processes, 50, 179–211, https://doi.org/10.1016/0749-5978(91)90020-T [Google Scholar]

[2] Ajzen, I. (2005). Attitudes, personality, and behaviour. Berkshire, England: McGraw Hill International. [Google Scholar]

[3] Allen, T.D., Poteet, M.L., Russell, J.E.A. and Dobbins, G.H. (1997). A field study of factors related to willingness to mentor others. Journal of Vocational Behaviour, 50: 1–2, https://doi.org/10.1006/jvbe.1995.1525 [Google Scholar]

[4] Allen, T.D. (2004). Protégé selection by mentors: contributing individual and organizational factors, Journal of Vocational Behaviour, 65, 469–483, https://doi.org/10.1016/j.jvb.2003.07.003 [Google Scholar]

[5] Batson, C.D. and Show, L.L. (1991). Encouraging words concerning the evidence for altruism, Psychological Inquiry, 2: 159–168, https://doi.org/10.1207/s15327965pli0202_17 [Google Scholar]

[6] Clutterbuck, D. (2016). What about mentee competences, 72–83. In: G. Lane and D. Clutterbuck (eds.), The Situational Mentor. London and New York: Routledge. [Google Scholar]

[7] Ehrich, L.C., Hansford, B. and Tennent, L. (2004). Formal mentoring programs in education and other professions: A review of the literature. Educational Administration Quarterly, 40: 518–540, https://doi.org/10.1177/0013161X04267118 [Google Scholar]

[8] Halatin, T.J. and Knotts, R.E. (1982). Becoming a mentor: are the risk worth the rewards? Supervisory Management, 27(20): 27–29. [Google Scholar]

[9] Higgins, M.C. and Kram, K.E. (2001). Reconceptualising mentoring at work: a developmental network perspective. Academy of Management Review, 26(2): 264–288, https://doi.org/10.5465/amr.2001.4378023 [Google Scholar]

[10] Homans, G.C. (1961). Social behaviour: its elementary forms. Oxford, Harcourt. [Google Scholar]

[11] Kalbfleisch, P.J. (2007). Mentoring enactment theory: describing, explaining, and predicting communication in mentoring relationship. In: B.R. Ragins and K.E. Kram, Handbook in mentoring at work. Sage: Thousand Oaks, https://doi.org/10.4135/9781412976619.n20 [Google Scholar]

[12] Kram, K.E. (1985). Mentoring at work. University Press of America, Maryland, [Google Scholar]

[13] Kram, K.E. and Ragins B.R. (2007). The landscape of mentoring in the 21st century. In: B.R. Ragins and K.E. Kram (2007) (eds.), The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage, https://doi.org/10.4135/9781412976619.n27 [Google Scholar]

[14] Lane, G. and Clutterbuck, D. (eds.) (2016). The Situational Mentor. London and New York: Routhledge, https://doi.org/10.4324/9781315552873 [Google Scholar]

[15] Małota, W. (2017). Motivational factors to be a mentor in formal mentoring in organisations. The role of intrinsic and extrinsic motivation in propensity to mentor. Journal of Management and Business Administration. Central Europe, 25(4): 119–143, https://doi.org/10.7206/jmba.ce.2450-7814.210 [Google Scholar]

[16] Murray, M. (2006). Innovations in performance improvement with mentoring. In: J. Pershing (ed.), Handbook of human performance technology. San Francisco: Pfeiffer. [Google Scholar]

[17] Newby, T.J. and Heide, A. (1992). The value of mentoring. Performance Improvement Quarterly, 5(4): 2–15, https://doi.org/10.1111/j.1937-8327.1992.tb00562.x [Google Scholar]

[18] Ragins, B.R. (1997). Antecedents of diversified mentoring relationships. Journal of Vocational Behavior, 51: 90–109, https://doi.org/10.1006/jvbe.1997.1590 [Google Scholar]

[19] Ragins, B.R. and Kram, K.E. (eds.) (2007) The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage. [Google Scholar]

[20] Ragins, B.R. and Scandura, T.A. (1999). Burden or blessing? Expected costs and benefits of being a mentor. Journal of Organisational Behaviour, 20: 493–509, https://doi.org/10.1002/(SICI)1099-1379(199907)20:4<493::AID-JOB894>3.0.CO;2-T [Google Scholar]

[21] Ryan, R. and Deci, E.L. (2000). Intrinsic and extrinsic motivations: classic definitions and new directions, Contemporary Educational Psychology, 25: 54–67, https://doi.org/10.1006/ceps.1999.1020 [Google Scholar]

[22] Standing, G. (2014). A Precariat Charter. From Denizens to Citizens. Bloomsbury. Kindle edition, https://doi.org/10.1093/acprof:oso/9780198728863.003.0005 [Google Scholar]

[23] Turban, D.B. and Lee, F.K. (2007). The role of personality in mentoring relationships: formation, dynamics, and outcome. In: B.R. Ragins and K.E. Kram (eds.), The handbook of mentoring at work: theory, research, and practice. Thousand Oaks: Sage, California, https://doi.org/10.4135/9781412976619.n2 [Google Scholar]

[24] Wernimont, P.F. and Campbell, J.P. (1968). Signs, samples, and criteria, Journal of Applied Psychology, 52(5): 372–376, https://doi.org/10.1037/h0026244 [Google Scholar]

[25] Young, A.M. and Perrewe P.L. (2004). The role of expectations in the mentoring exchange: analysis of mentor and protégé expectations in relation to perceived support. Journal of Managerial Issues, 16(1): 103–125. [Google Scholar]

Central European Management Journal