The intent of this research article is to understand the lived experience of those involved in mentoring relationships within a formal mentoring program in a corporate context. An attempt was made to look for rich detail about the nature of the relationship from the perspective of the mentor and mentee. To achieve a holistic perspective, the experience of corporate leaders was deliberately included. Findings suggested that the lack of a holistic approach to mentoring in the workplace may be creating counterproductive mentoring participant behaviours. Values misalignment may be creating cultural miscues that potentially misdirect mentoring program design and policies. Findings pointed to the need for increased integration of mentoring, leadership development, cultural transformation and corporate learning initiatives in order to better serve the aims of the corporate and increase the capacity of the workforce.
Mentoring, Corporate Leadership, Self-efficacy, Global Perspective, Cultural Influence
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