Mentoring in supervisor-subordinate dyads: Antecedents, consequences, and test of a mediation model of mentorship

Orlando C. Richard, Kiran M. Ismail*, Shahid N. Bhuian, Edward C. Taylor

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

55 Citations (Scopus)


We develop a framework to look at mentoring as a consequence of employees' values and beliefs, as well as to explore its role in determining the employees' attitudes towards their organizations. Based on social exchange theory, we hypothesize that employees' levels of individualism, collectivism, and trust in supervisor influence the level of supervisory mentoring received. Moreover, mentoring influences employees' affective commitment and intention to quit, as well as mediates the relationships between the proposed antecedents and outcomes. Using structural equation modeling to examine these relationships, we find that within supervisor-subordinate dyads, subordinates report more mentoring when they have collectivist personal values and trust their supervisor. Additionally, more mentoring is positively related to subordinates' affective commitment towards the organizations and negatively related to their intention to quit. We also find that mentoring mediate the relationship between both collectivism values and trust in supervisors and both organizational commitment and intention to quit.

Original languageEnglish
Pages (from-to)1110-1118
Number of pages9
JournalJournal of Business Research
Issue number11
Publication statusPublished - Nov 2009


  • Dyadic relationships
  • Mentoring
  • Organizational commitment
  • Social exchange
  • Trust

ASJC Scopus subject areas

  • Marketing


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