Roch G R
Harv Bus Rev. 1979 Jan-Feb;57(1):14-20.
An international management firm conducted a study of executives that included questions regarding compensations, personal data, and current position. It was of special interest to determine the effect of mentor and protege relationships on business careers. Of the individuals surveyed, two-thirds reported a relationship with a senior person who took a special interest in their career, during the first five years of their professional development. In general, executives who had a mentor are better educated, earn more money at an earlier age, more apt to follow a career plan and report high job satisfaction. The majority of sponsors are older businessmen holding positions of authority and who feel that personnel development and management succession are key responsibilities. The following characteristics of a mentor are judged most important: willingness to share experiences, knowledge of the organization, organizational power and respect from peers. Mentor-protege relationships frequently develop into lengthy friendships which in turn encourage young executives to eventually sponsor their own proteges.
一家国际管理公司对高管进行了一项研究，其中包括有关薪酬、个人数据和当前职位的问题。确定导师与门徒关系对商业生涯的影响特别令人感兴趣。在接受调查的个人中，三分之二的人报告说，在他们职业发展的头五年里，与一位对他们的职业生涯特别感兴趣的资深人士有关系。一般来说，有导师的高管受教育程度更高，在更早的年龄赚更多的钱，更倾向于遵循职业规划，并报告较高的工作满意度。大多数赞助人是担任权威职位的年长商人，他们认为人员发展和管理继任是关键责任。导师的以下特征被认为是最重要的：愿意分享经验、对组织的了解、组织权力以及来自同行的尊重。导师与门徒的关系常常发展成长久的友谊，这反过来又鼓励年轻高管最终赞助他们自己的门徒。
