New study highlights five key characteristics of successful workplace mentors

Deng, C., & Turner, N. (2024). Identifying key mentor characteristics for successful workplace mentoring relationships and programmes. Personnel Review, 53(2), 580–604. https://doi.org/10.1108/PR-08-2022-0535

Workforce mentoring programs have become increasingly common, with more than 80 percent of Fortune 500 companies now offering some version of them. But not all mentors deliver the kind of results organizations hope for. What separates an outstanding work-based mentors from an average ones? And how can companies make sure they’re choosing and preparing the right people for the job?

A new review of quantitative research offers some compelling answers. The study, led by researchers Connie Deng and Nick Turner, dives into more than a decade of empirical data to uncover what really works in mentorship. To conduct their critical review, Deng and Turner examined 14 peer-reviewed quantitative studies that investigated the relationship between mentor characteristics and mentoring outcomes. These studies were carefully selected from major academic databases, including ABI/Business Premium Collection, APA PsycInfo, Business Source Complete, and Web of Science. Eligible studies had to use quantitative methods with statistical analyses and report data from the perspective of protégés or third parties, such as supervisors, rather than relying solely on mentor self-reports.

The studies collectively represented a sample of over 2,200 participants, including both mentors and protégés from a wide range of industries and academic settings. While some studies included student samples in advisor-advisee relationships, these were retained due to their relevance to workplace mentoring dynamics. The authors excluded studies that were qualitative-only, conceptual in nature, or focused on non-traditional mentoring formats such as peer, group, or youth mentoring.

From this curated body of research, Deng and Turner synthesized findings into five major categories of mentor characteristics that contribute to effective mentorship: competence in context-specific knowledge and skills, commitment and initiative, interpersonal skills, pro-social orientation, and a developmental mindset. This structured approach provided a robust foundation for evidence-based recommendations targeting HR professionals involved in designing and managing formal mentoring programs.

For Mentors: The findings highlight five key traits that consistently show up in the most successful mentoring relationships.

Competence in context-specific knowledge and skills:  The best mentors are confident in their knowledge, skilled in their field, and able to pass along valuable insights.

Commitment and initiative: What really sets exceptional mentors apart is a sense of genuine commitment to the relationship. They show up prepared, follow through on promises, and invest meaningful time in helping their mentees grow.

Interpersonal skills, The best mentors are strong communicators, able to build rapport quickly, and skilled at navigating interpersonal dynamics. But they’re not just socially savvy—they also care deeply about others.

Pro-social orientation: Mentors that are naturally motivated to help, are far more likely to create positive and lasting developmental experiences for their mentees.

Developmental mindset: Mentors who are curious, open to learning, and interested in mutual development tend to create more dynamic and fruitful relationships. When both the mentor and mentee share this outlook, the benefits multiply.

For Organizations looking to build or improve their mentorship programs, the study offers practical, research-backed advice.

First, set clear expectations early. Mentors should know how much time they’re expected to commit, and they should understand that follow-through is just as important as enthusiasm. Application forms or onboarding materials can help surface a mentor’s availability and align their strengths with the program’s goals.

The recruitment process is another opportunity to shape outcomes. In interviews, ask candidates to share real examples of how they’ve handled challenges or supported others. Daw on stories of past behavior to predict how a mentor might perform in real-life scenarios.

Don’t underestimate the power of messaging. Recruiting campaigns that emphasize the opportunity to give back or help others tend to attract people with strong altruistic tendencies—exactly the kind of people who make great mentors. Rather than screening for kindness through questionnaires, organizations can create an environment that invites it.

Even those who aren’t natural-born mentors can be developed. Workshops that highlight the mutual growth opportunities in mentoring can help mentors adopt a learning-oriented mindset. With the right framing and training, they can become more reflective, more open, and more effective.

The authors caution that these strategies should be tailored to the size and resources of the organization. Smaller companies may not have the luxury of large mentor pools, but they can still prioritize quality over quantity by investing in targeted training and clear communication.

Successful mentoring isn’t about finding the perfect personality type. It’s about creating the conditions for trust, growth, and mutual respect.