Given that leadership is value-based and relationship-permeated, one asks how leaders can transfer personal and organizational value to employees. One answer to this is through mentoring. Mentoring young or inexperienced workers is an investment in the future of business, the school system, organizations, etc. Understanding this idea is difficult because current mentoring research demonstrates that mentoring is more convoluted than was once thought. This article will make an effort to untangle some of this research and then suggest a “common sense” and “practical” definition of “mentoring.” This is a definition that can be used in large and small businesses, in churches, schools, and by community organizations. In our conclusion, we summarize the research examined:

  • The characteristics of a mentor
  • The characteristics of a mentor-protégé relationship
  • A description of the mentoring process
  • A simple definition of “mentoring” that is widely applicable

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