Melanson Mark A
Walter Reed Army Medical Center, Washington, DC, USA.
US Army Med Dep J. 2009 Oct-Dec:37-9.
The purpose of this paper is to discuss the Mentoring Spectrum, a model which helps to explain the various mentoring relationships that can occur between a mentor and a protégé. First, a senior leader can be a Role Model, setting the example for known and unknown protégés alike. Next, a superior officer can become a Preceptor and teach the protégé a specific skill or task. When mentors are Coaches, they are focused on improving the overall quality of duty performance and may also have a personal stake in the protégé's success. As an Advisor, a mentor has a longer perspective in mind and guides the protégé towards career development and professional growth. After personal trust is earned, a mentor can become a Confidant and be a sounding board for more sensitive and personal matters. Finally, a mentor can reach the summit of mentoring and become a Counselor, providing the entire range of guidance typically associated with the mentor archetype. As the Mentoring Spectrum illustrates, when the mentor gains more and more trust, he or she has more and more influence over the protégé, to include ultimately matters of a highly personal nature. It is hoped that by understanding these different mentoring relationships, mentors and protégé can select the type of partnership that is the best fit for them.
本文旨在探讨指导光谱模型，该模型有助于解释导师与学员之间可能出现的各种指导关系。首先，高级领导者可以成为榜样，为知名和不知名的学员树立榜样。其次，上级军官可以成为指导教师，教授学员特定的技能或任务。当导师成为教练时，他们专注于提高任务执行的整体质量，并且可能也与学员的成功有个人利益关系。作为顾问，导师会从更长远的角度考虑，并指导学员实现职业发展和专业成长。在赢得个人信任后，导师可以成为知己，成为更敏感和个人事务的倾听者。最后，导师可以达到指导的巅峰，成为顾问，提供通常与导师原型相关的全方位指导。正如指导光谱所示，当导师获得越来越多的信任时，他或她对学员的影响力就会越来越大，最终包括高度个人性质的事务。希望通过理解这些不同的指导关系，导师和学员能够选择最适合他们的合作类型。
