Mentoring and transformational leadership: The role of supervisory career mentoring

Terri A. Scandura, Ethlyn A. Williams

Research output: Contribution to journalArticlepeer-review

130 Scopus citations


Leaders may need to serve as mentors to activate transformational leadership and promote positive work attitudes and career expectations of followers. To test this premise, incremental effects of transformational leadership and mentoring over each other were examined using N = 275 employed MBAs. Respondents with supervisory mentors reported receiving higher levels of career mentoring than respondents with non-supervisory mentors. Supervisory career mentoring (SCM) and transformational leadership had incremental effects over each other for job satisfaction. SCM had mediating effects over transformational leadership for organizational commitment and career expectations. Career mentoring by non-supervisory mentors was not associated with career expectations but there were incremental effects with idealized influence and inspirational motivation for job satisfaction and organizational commitment. Implications for the changing role of mentorship in organizations are discussed.

Original languageEnglish (US)
Pages (from-to)448-468
Number of pages21
JournalJournal of Vocational Behavior
Issue number3
StatePublished - Dec 1 2004


  • Career expectations
  • Commitment
  • Leadership
  • Mentoring
  • Satisfaction

ASJC Scopus subject areas

  • Organizational Behavior and Human Resource Management
  • Applied Psychology
  • Developmental and Educational Psychology


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