The purpose of this study is to examine the relationship between mentoring, managerial effectiveness and demographic variables. Being in a mentoring relationship offers a low-cost experiential learning, encourages diversity and inclusion, helps in expanding professional associations and boosts engagement. The use of mentoring programs can achieve this to a larger extent by making managers effective.
The study was administered on 350 middle-level managers, representatives of five private sector banks in Delhi/NCR. Variables in the study were assessed using validated instruments. Descriptive statistics, t-test, correlation and hierarchical regression were used for data analysis.
The study depicts that mentoring has a positive and significant impact on managerial effectiveness. The research contributed in establishing that the demographic variables (gender and marital status) positively moderate the relationship between mentoring and managerial effectiveness.
Although the knowledge base and skillfulness of the young mangers are taken care by the way of organizational training, mentoring relationships complement it with added focus on personal directions to deal with minutiae of organizational processes. Mentors provide a critical linkage to an organization’s competitive advantage by helping expanding connections and networks of employees, and thereby, enhancing productivity which directly affects profitability. Managers and policymakers should chart out the mentoring plans, keeping in perspective the demographic variables, specially the gender of the mentee and the marital status.
This is a pioneer study contributing to the present reserve of knowledge and understanding of the subject by contextualizing the impact of demographic variables on mentoring and managerial effectiveness in Indian private sector banks.
Madan, P. and Srivastava, S. (2017), "Assessing the impact of demographic variables on mentoring-managerial effectiveness relationship: An empirical study of Indian bank managers", Gender in Management, Vol. 32 No. 5, pp. 369-383. https://doi.org/10.1108/GM-03-2016-0036
Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited