The roles of self‐disclosure, modesty, and self‐monitoring in the mentoring relationship

Abstract

PurposeThe purpose of this study was to investigate the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.Design/methodology/approachThis study used three data sources (i.e. employees, peers, and mentors) and a longitudinal design over a period of two years.FindingsEmployee self‐disclosure and modesty at time 1 predicted an increase in mentoring received and mentoring given at time 2. Further, self‐monitoring moderated the modesty‐mentoring given relationship such that employees high in self‐monitoring had the strongest positive relationship between modesty at time 1 and mentoring given two years later. Also, modesty interacted with self‐monitoring at time 1 to influence the number of mentors involved with employees. That is, the modesty – number of mentors relationship was positive for those high in self‐monitoring, and negative for those low in self‐monitoring.Research limitations/implicationsEmployees can exercise influence over the amount and type of mentoring experiences they receive based on the style on interaction they utilize with potential mentors, with specific reference to self‐monitoring and the use of modesty.Practical implicationsIt is modesty, and early career employees' ability to present it well, that will lead to positive affect (i.e. liking) and behavior (e.g. benevolence and generosity) by senior managers.Originality/valueInvestigates the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.