Mentoring and participation: An application of the Vroom-Yetton model

Participative decision making is considered an important tool to develop subordinates. To explore how managers use PDM in mentoring relationships, we modified the Vroom-Yetton (1973) scenarios to include a protege/non-protege variable. One hundred and five managers completed the survey, and 68 of these completed a follow-up questionnaire concerning their own mentoring history. Contrary to our hypotheses, managers were neither more participative nor better decision makers with protege versus non-protege scenarios. Some differences in participation with certain situational attributes were found between protege and non-protege conditions suggesting that managers use PDM in different circumstances when dealing with proteges versus non-proteges. Mentoring history interacted with the protege variable in the scenarios. Unlike managers without mentors, managers who had been mentored showed significant differences when dealing with proteges versus non-proteges: they were both better decision makers (p=.001) and more participative with proteges (p=.004) than were managers who had not had mentors. Managers with mentors were alsoless participative in non-protege conditions (p<.05). Implications for mentoring as a developmental tool are discussed.We would like to express our appreciation to the anonymous reviewers who provided excellent guidance.