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The Perfect Mentee
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Mentoring @ Duke -- Mentees |
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The Perfect Mentee
Below is a comparison of two research studies that identify the "perfect mentee." The studies are 20 years apart, and it is interesting to note the similarities and differences. Ensher and Murphy (2005) believe that the first list reflects a more traditional approach to mentoring that has a shared organization component and upward mobility within that organization. The later list reflects less emphasis on loyalty and commitment to the organization and more on personal qualities like trustworthiness. The two lists are interesting reflections of their times
- organizational loyalty replaced by the realities of a mobile workforce in the
2000's.
| Michael Zay, 1984 |
Ensher and Murphy, 2004 |
| 1. Intelligence |
1. Intelligence |
| 2. Ambition |
2. Ambition |
| 3. Desire and ability to take risks |
3. Desire and ability to take risks |
| 4. Ability to perform the mentor's job |
4. Initiative |
| 5. Loyalty |
5. Energy |
| 6. Similar perceptions of work and
organization |
6. Trustworthiness |
| 7. Commitment to the organization |
7. Integrity |
| 8. Organizational savvy |
8. High emotional intelligence |
| 9. Positive perceptions of the mentee by
the organization |
9. Optimism |
| 10. Ability to establish alliances |
10. Complementary skills |
From Power Mentoring by Ensher and Murphy, 2005, pp. 121-122
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