Mentoring and Work Engagement: A Dyadic Study on the Role of Mentor and Protégé Age

Abstract: Assuming the role of a mentor is a frequently proposed human resources (HR) strategy to keep older workers engaged, whereas assuming the role of the protégé is a prominent HR tool to support younger workers’ development. Building on lifespan development theory, we hypothesize that providing mentoring is more engaging for older than younger workers, whereas receiving mentoring is more engaging for younger than older workers. Accordingly, we tested whether age moderates associations between mentors’ and protégés’ perceptions of mentoring support and each party’s work engagement. Data were collected from 154 supervisor–employee dyads. Actor–partner interdependence models provided limited support for our hypotheses. Except for the relationship between role modeling received and protégés’ physical work engagement, no age moderation effects were found. Actor effects were found for role modeling provided and received on work engagement, suggesting that mentoring may carry motivational benefits for both mentors and protégés that are independent of age.