Mentoring programs have become essential supplements for increasing productivity in workplace environments.The peer-reviewed article by Moore and Wang (2017) explored the impact of mentoring leaders in organizations.Philips and Gully (2015) define mentoring as the reciprocal relationship between a more experienced employee and less skilled employees with the goal of transferring skills and experience to the later. Organizations may opt for formal mentorship programs where junior employees are assigned mentors or informal where employees make local arrangements within the firm. In either case, the goal of mentorship is to facilitate the transfer of skills and level of confidence in their occupations.

Mentoring thrives on the psychological perspective that behavior and skills can be transferred from one person to the other. In Moore and Wang’s article (2017), mentoring is defined as a socially-based learning process between a mentor and mentee that seek to transfer skills from the mentor to mentee. During the mentorship process, the mentee learns through social interaction and experience. Mentoring can be an effective intervention in the business environment where workers with diverse skills interact to pursue common organizational goals. Moore and Wang’s research (2017) found that the success of mentoring programs depends on cognitive adaptability and psychological safety of the mentee.

The quality of mentoring programs depends on the environment within the firm. In many cases, the culture of the firm plays a significant role as a motivating factor. According to Moore and Wang (2017), employees with a positive perception of the organization can learn early compared to those with a negative attitude about the firm.The interaction of psychological understanding and cognitive adaptability magnifies the success of mentoring programs.People with positive perception are self-driven and may seek to learn from others even when the firm does not have mentorship mechanisms in place.

Influential leaders have a higher chance of developing and nurturing mentors compared to autocratic leaders.In Moore and Wang’s study (2017), the researchers found that leaders with mentorship programs require social environments to thrive. Leaders should be close to employees for learning to take place through social interactions.Mentorship programs succeed when mentees feel psychologically secure when interacting with mentors. The advantage of feelings of psychological safety is that it creates an environment of creativity and innovation. Social leaders encourage creativity by allowing followers to exercise new skills and innovations. Autocratic leaders deny their followers a chance to apply creativity and innovation.

Both psychological safety and adaptability contribute to risk-taking and innovation, leading to increased productivity and job satisfaction.Psychological safety is the initial point for enhanced discussions among employees. According to Moore and Wang (2017), employees feel free to exchange ideas during discussions when they feel part of the firm.Different leaders have unique leadership styles, but those that create safe environments for their followers have an advantage of nurturing entrepreneurial followers. Entrepreneurial followers are risk-takers, willing to sacrifice everything to propel the firm to success.

Moore and Wang’s article has significant implications for business leaders and managers.Mentoring is a voluntary process that involves the transfer of skills and confidence to juniors or new employees within the firm.Mentorship programs thrive in a nurturing environment.Psychological safety is the motivating factor for positive outcomes from mentorship programs. Mentors create suitable environments for their followers to develop entrepreneurial mindsets when learning.Since mentoring takes place through social learning and experiences, Moore and Wang encourage leaders to facilitate suitable interactive environments that cultivate formal and informal mentorships.

References

Moore, H., J. & Wang, Z. (2017).Mentoring top leadership promotes organizational innovativeness
through psychological safety and is moderated by cognitive adaptability.Frontiers in Psychology, 8 (31), 1-10. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5332363/pdf/fpsyg-08-00318.pdf

Philips, J., M. & Gully, S., M. (2015).Strategic staffing (3^rded.). New York: Pearson Publishers.

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