Mentoring relationships may be critical for women seeking advancement in organizations. The infrequency of mentoring relationships for females suggests special concerns and considerations. This literature review draws upon current research to examine the interpersonal and organizational barriers female managers face in developing and maintaining effective mentoring relationships in organizations. An analysis is made of gender differences in the function, nature, and effectiveness of mentoring relationships. Recommendations and guidelines for future research and theory development are proposed. The groundwork for a longitudinal theory of mentoring and career development for women in organizations is presented. Implications for organizations are also discussed.
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