| The purpose of this qualitative phenomenological study was to describe managerial-level women's experiences with both formal and informal mentoring throughout their careers and how organizational culture impacted these mentorship experiences. Looking at these experiences through a social constructivist lens, the central focus of this study was to explore the impact of organizational culture on the two functions of mentorship---career and psychosocial---as described by Kram (1983); and how organizational culture impacts the four phases of mentorship over time as delineated by Kram's (1983) conceptual model of a mentor relationship. The four phases, initiation, cultivation, separation, and redefinition, can either be formally or informally supported by the organizational culture. Each participant described their epoche (Moustakas, 1994) and shared the meanings of their mentorship experiences as shaped by their managerial role and organizational culture. The organizational cultures were found to be vital in supporting or withholding support of mentoring. Organizational culture also displayed significant impacts on the career and psychosocial functions of mentorship. Nineteen findings relevant to the interplay between organizational culture, mentoring and managerial roles emerged from the experiences shared by the participants. |
