Leadership styles, mentoring functions received, and job-related stress

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384 J. J. SOSIK AND V. M. GODSHALK subsequent studies could examine how stages of professional careers (Dalton, Thompson and Price, 1977) may in¯uence this relationship. Despite these limitations, the present study o€ers some support for the proposed conceptual model and a preliminary empirical basis for comparison in future research. Given increased recognition of mentoring relationships as an antidote to stress (Kram and Hall, 1989), it is hoped that the present study has underscored the importance of appropriate mentor behavior in promoting e€ective mentoring relationships and reducing proteÂ geÂ job-related stress. In addition, it is hoped the present study will arouse researchers to examine mechanisms which can facilitate mentoring e€ectiveness and outcomes. Subsequent research should examine and re®ne the proposed model to further our knowledge concerning relationships among mentor leadership styles/behaviors, proteÂ geÂ receipt of mentoring functions, and outcomes of mentoring such as reduced proteÂ geÂ job-related stress. Acknowledgements The authors gratefully acknowledge the helpful suggestions of Denise Potosky, Eric Stein, George Watson and three anonymous reviewers on earlier versions of this paper, and the data collection and analysis support received from Georgia Gordon-Martin. References Appelbaum, S. H., Ritchie, S. and Shapiro, B. T. (1994). `Mentoring revisited: an organizational behaviour construct', International Journal of Career Management, 6, 3±10. Aryee, S., Chay, Y. W. and Chew, J. (1996). `The motivation to mentor among managerial employees', Group & Organization Management, 21, 261±277. Avolio, B. J., Bass, B. M. and Jung, D. I. (1997). Replicated Con®rmatory Factor Analyses of the Multifactor Leadership Questionnaire, Center for Leadership Studies, Binghamton University, Binghamton, NY. Bahniuk, M. H., Dobos, J. and Hill, S. E. (1990). `The impact of mentoring, collegial support, and information adequacy on career success: a replication', Journal of Social Behavior and Personality, 5, 431±451. Bandura, A. (1986). Social Foundations of Action and Thought: A Social Cognitive View, Prentice Hall, Englewood Cli€s, NJ. Bass, B. M. (1985). Leadership and Performance Beyond Expectations, Free Press, New York. Bass, B. M. (1990). Bass and Stodgill's Handbook of Leadership, Free Press, New York. Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational Impact, Lawrence Erlbaum Associates, Mahwah, NJ. Bass, B. M. and Avolio, B. J. (1989). `Potential biases in leadership measures: how prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs', Educational and Psychological Measurement, 49, 509±527. Bass, B. M. and Avolio, B. J. (1994). Improving Organizational E€ectiveness Through Transformational Leadership, Sage, Thousand Oaks, CA. Bass, B. M. and Avolio, B. J. (1997). Full Range Leadership Development: Manual for the Multifactor Leadership Questionnaire, Mind Garden, Palo Alto, CA. Beehr, T. A. and Newman, J. E. (1978). `Job stress, employee health, and organizational e€ectiveness: a facet analysis, model and literature review', Personnel Psychology, 31, 665±699. Bennis, W. (1989). On Becoming a Leader, Simon & Schuster, New York. Copyright # 2000 John Wiley & Sons, Ltd. J. Organiz. Behav. 21, 365±390 (2000)
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