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Public Management Mentoring: What Affects Outcomes?

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journal contribution
posted on 31.08.2011, 00:00 authored by Barry Bozeman, Mary K. Feeney
Few research studies focus on public managers’ mentoring and few mentoring studies of any sort include any outcome measure other than reported satisfaction. Our study examines diverse outcomes for a broad-based set of public managers, outcomes including not only satisfaction but also the number of employees supervised in the current job, whether the most recent job was a promotion, and whether the protégé is now a mentor. We argue that these may be particularly important outcomes in the public sector due to the common basis of promotion in numbers supervised and due to the especial need to develop protégés into mentors. Our findings show that mentoring outcomes can be predicted by attributes of the protégé, the mentor, and the mentoring relationship and by the degree and type of social capital focus of the mentoring.

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Publisher Statement

This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Bozeman, B., & Feeney, M. K. (2009). Public management mentoring: What affects outcomes? Journal of Public Administration Research and Theory, 19(2), 427 is available online at: DOI: 10.1093/jopart/mun007

Publisher

Oxford University Press

issn

1053-1858

Issue date

01/01/2009

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