Leadership Institute


Date of this Version



Published in Journal of Vocational Behavior 72 (2008), pp. 241–253; doi:10.1016/j.jvb.2007.10.014 Copyright © 2007 Elsevier Inc. Used by permission. http://www.elsevier.com/locate/jvb


The benefits of the mentoring relationship for protégés have been a primary focus in the mentoring literature. Researchers have recently begun to examine how mentoring can benefit the mentor. The purpose of the present study is to examine whether direct report-ratings of a manager’s career-related mentoring behaviors are related to boss-ratings of that manager’s performance. In addition, this study assesses whether the cultural background of the manager moderates the career-related mentoring–performance relationship via multilevel methodology. Results reveal that managers who are rated by their direct reports as engaging in career-related mentoring behaviors are perceived as better performers by their bosses. Moreover, the GLOBE societal culture dimension of Performance Orientation was a significant cross-level moderator of the career-related mentoring–performance relationship. Implications for the practice of mentoring in cross-cultural contexts across multiple disciplines are discussed.