Edited by George Saridakis and Cary L. Cooper
Chapter 7: Mentorship, leadership and human resource development in Trinidad and Tobago
While practitioners and scholars promote the importance of mentorship in human resource development, few studies have empirically determined whether mentoring positively impacts leadership and human resource development, and if so, in what ways. According to McKimm et al. (2007), ‘mentoring refers to a developmentally oriented interpersonal relationship that is typically between a more experienced individual (the mentor) and a less experienced individual (the mentee).’ A number of scholars and certainly numerous practitioners have touted the importance of mentorship in promoting leader development (see, for example, McCauley et al. 2004). Even though there is widespread use of mentoring within firms, there is a lack of information when it comes to the link between human resource development and organizational development. The main objective of this study is to assess the perceptions and views of mentors and mentees in firms across various industrial sectors in Trinidad and Tobago with regard to the impact of mentorship on leadership and human resource development. A growing body of academic and practitioner literature supports the popular perception that mentoring has considerable value to both individuals and organizations. Mentoring involves an intense, one-on-one relationship in which an experienced, senior person provides assistance to a less experienced, more junior colleague in order to enhance the latter’s professional and personal development. Books and articles on mentoring began appearing in the scholarly and practitioner press in the late 1970s and early 1980s. Subsequently, interest in mentoring has steadily increased.
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