A power perspective is used to examine the linkage between diversity and mentorship in work organizations. Sociological perspectives on power and minority group relations are used to develop and operationalize the construct of diversified mentoring relationships in organizations. The article examines behavioral and perceptual processes underlying diversified mentoring relationships and explores the relationship between diversified mentoring relationships and other work relationships. The consequences associated with diversified and homogeneous relationships are examined using a dyadic approach. The article closes by offering research propositions and discussing several implications.
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