Mentoring global female managers in the global marketplace: Traditional, reverse, and reciprocal mentoring

Michael Harvey*, Nancy McIntyre, Joyce Thompson Heames, Miriam Moeller

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

43 Citations (Scopus)


A stream of research exists that focuses on traditional mentoring (senior female managers mentoring junior members in a domestic organization). The literature further indicates that females are increasing in number but may receive less mentoring than males and expatriates may receive less mentoring than domestic employees. A new paradigm, reverse mentoring, has emerged (e.g., a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). This paper proposes a third type of mentoring, 'reciprocal', as essential for competition in global markets. It is argued that mentoring can become a strategic tool in the organizational knowledge creation and transfer process. Moreover, mentoring could serve as a competitive advantage in creating an effective support system for female global female managers.

Original languageEnglish
Pages (from-to)1344-1361
Number of pages18
JournalInternational Journal of Human Resource Management
Issue number6
Publication statusPublished - 2009


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