A Review of Formal and Informal Mentoring: Processes, Problems, and Design
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| Title: | A Review of Formal and Informal Mentoring: Processes, Problems, and Design |
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| Language: | English |
| Authors: | Inzer, Lonnie D., Crawford, C. B. |
| Source: | Journal of Leadership Education. Sum 2005 4(1):31-50. |
| Availability: | Association of Leadership Educators. e-mail: Jole@aged.tamu.edu; Web site: http://leadershipeducators.org/page-1014283 |
| Peer Reviewed: | Y |
| Page Count: | 20 |
| Publication Date: | 2005 |
| Document Type: | Journal Articles Information Analyses Reports - Research |
| Descriptors: | Mentors, Informal Education, Instructional Effectiveness, Comparative Analysis, Training, Teacher Role, Interprofessional Relationship, Program Development, Personnel Selection, Program Implementation, Program Evaluation, Literature Reviews |
| ISSN: | 1552-9045 |
| Abstract: | This paper reviews the literature of formal mentoring programs in organizational settings. Additionally, the components of mentoring, how it works, and how it can be implemented in an organization is addressed. Further this paper also proposes that formal mentoring is possible in organizations. Formal mentoring will be shown to be less effective than informal mentoring. Furthermore, it will be shown that formal organizational mentoring can be effective to meet the needs for all employees to have the opportunity to be mentored, to learn from the wisdom, experience and mistakes of others, and to increase the protégé's career opportunities. |
| Abstractor: | As Provided |
| Number of References: | 35 |
| Entry Date: | 2017 |
| Access URL: | https://www.journalofleadershiped.org/attachments/article/137/JOLE_4_1_Inzer_Crawford.pdf |
| Accession Number: | EJ1136461 |
| Database: | ERIC |
| Abstract: | This paper reviews the literature of formal mentoring programs in organizational settings. Additionally, the components of mentoring, how it works, and how it can be implemented in an organization is addressed. Further this paper also proposes that formal mentoring is possible in organizations. Formal mentoring will be shown to be less effective than informal mentoring. Furthermore, it will be shown that formal organizational mentoring can be effective to meet the needs for all employees to have the opportunity to be mentored, to learn from the wisdom, experience and mistakes of others, and to increase the protégé's career opportunities. |
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| ISSN: | 1552-9045 |
