Learning goal orientation, formal mentoring, and leadership competence in HRD

Abstract

Purpose The purpose of this paper is to suggest a conceptual model of formal mentoring as a leadership development initiative including “learning goal orientation”, “mentoring functions”, and “leadership competencies” as key constructs of the model. Design/methodology/approach Some empirical studies, though there are not many, will provide positive suggestions for the effectiveness of formal mentoring in leadership development. Then the rationale of the conceptual model will be provided with testable propositions. Further, the future direction of research on mentoring in relation to leadership development will be recommended. Findings Formal mentoring could have great potential as a leadership development initiative. Research limitations/implications A conceptual model of formal mentoring for leadership development could lead HRD professionals to identify and develop learning goal‐oriented mentors and protégés. Originality/value Contributes to the literature in human resources about formal mentoring programs as a potential leadership development initiative in the workplace.

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