Respond to the following:
Organizations that value the needs of their employees seek to uphold a competitive advantage in the marketplace. In doing so, they look at possible resources they can offer employees to promote improvement in job-related skills, effective communication and overall job satisfaction (Pittenger & Heimann, 2000). Additionally, they offer opportunities for mentoring. Mentoring, according to Gibson (2004), represents an interpersonal exchange of advice or counsel between someone with seniority and his or her protégé.
Because all leaders utilize different leadership styles, not every leader is prepared to mentor. In the same respect, not all new or young employees are prepared to be mentored (Pittenger & Heimann, 2000). In many instances, supervisors hold the responsibility of managing a group’s performance. Therefore, they may not have the time or social skills to think of the welfare of those they are supervising on a regular basis (Peddy, 2001). In adaptive leadership, leaders form a special bond with who follow them. Adaptive leaders give guidance, help others in changing and growing, and provide coaching and mentoring in the process (Jefferies, 2017). Because of the similarities shared, the adaptive leadership theory provides a model useful to the mentor-mentee relationship.
In a business environment, operative mentoring occurs when the protégé successfully mimics the behavior of the mentor. These interactions can also result in career advancement (Bradford et al., 2017). Furthermore, mentees should encounter feelings of confirmation, acceptance counseling and friendship while mentors should feel recognition, respect, and internal satisfaction (Gibson, 2004). Mentoring isn’t widely focused in all businesses, as some may provide resources for coaching or training. In the context of spirituality, some may emphasize discipleship. This is especially relevant for those who practice Christianity and believe in the “incompatibilities between God and man” (Nash, 1992, p. 100).
Sample Solution