Mentoring receipt and personality: Evidence for non-linear relationships

Nikos Bozionelos (), Giorgos Bozionelos (), Panagiotis Polychroniou and Konstantinos Kostopouplos ()
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Nikos Bozionelos: Audencia Recherche - Audencia Business School
Giorgos Bozionelos: Psychiatric Hospital of Petras Olympou - General Hospital of Katerini
Panagiotis Polychroniou: University of Patras
Konstantinos Kostopouplos: EADA Business School Barchelona - EADA

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Abstract: The research investigates the relationship of the Big-Five of personality with mentoring receipt with the use of two independent studies. The findings of the studies show substantial consistency. Equations of quadratic form describe half of the tested relationships better than linear equations. The association of openness to experience and agreeableness with mentoring receipt is of inverted U-shape. The benefits of being open and agreeable for mentoring receipt cease to exist at high values of these traits. On the other hand, emotional stability and conscientiousness demonstrate exclusively positive linear relationships with mentoring receipt. The form of the relationship of extraversion differs between the two studies, but the overall trend is positive. The substantial quadratic component in the association of personality with receipt of mentoring means that research hitherto may be grossly underestimating the effects of personality on developmental relationships because earlier studies assume strictly linear associations. Parts of the results also imply that the associations of certain personality traits with mentoring receipt may depend upon the occupational context.

Keywords: mentoring receipt; protégés; personality; big-five; quadratic; inverted U-shaped; multi-source; context; common method (search for similar items in EconPapers)
Date: 2014-02
New Economics Papers: this item is included in nep-neu
Note: View the original document on HAL open archive server: https://audencia.hal.science/hal-00911043
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Citations: View citations in EconPapers (6)

Published in Journal of Business Research, 2014, 67 (2), pp.171-181. ⟨10.1016/j.jbusres.2012.10.007⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00911043

DOI: 10.1016/j.jbusres.2012.10.007

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