According to Schein (p. 70), is among the most important factors in acquiring organizational power. positive attitude and organizational citizenship formal and informal networks industry awards and internal recognition job performance and technical knowledge Employees often seek out mentors in workplaces. According to research by Aryee (page 73), the only persconaity trait (among the "Big Five" personaity traits) of the amployee (protege) that affected success or failure of such a mentoring rolationship was Neuroticism Openness Extreversion Conschentiousness Sponsorship often results in better results for the protege. However, senior executives are often hesitant to be sponsors since they nave to use up their and contribute to, the protege's advancement (page 74). to acvocate for, Organizational capital Poleical capital Financial copital Human capital The purpose of organizational mentoring is to help in the professional, and perhaps personal, development of employees create a culture of inclusivity and acceptance educate employees on organizational policies, norms, and values increase job satisfaction and reduce attrition of employees A workplace that is is unlikely to have successful mentoring relationships. competitive supportive focused on individuals' well-being work focused According to research, cited on page 72 , mentoring relationships were less likely to be successful when organizations made mentors responsible for successful outcomes from mentoring allowed mentors freedom to manage the relationship rewarded mentors who had more protgs provided guidance to mentors in managing the relationship Workplace contacts and relationships ("ties") contribute to an employee's (page 75). Financial capital Social capital Personal capital Human capital Managerial skills that become more important from mid-senior level upwards are skills. Personality trait skills such as extraversion Soft skills such as networking Technical and specific task related Social skills such as humor and humility In a mentoring relationship that is focused on psychological well-being, the mentor mostly cares about the protge's job satisfaction career advancement private life personal growth According to Kram (aage 72), mentoring relationahips change over time and go through phases. The phase during which the mentor and protege both begin to get benefits of the rolationship is Redefintion Cultrasion Separation Intiation