When individuals are taught by mentors, their knowledge and awareness regarding situations and possible outcomes are significantly increased. Moreover, mentees become capable of understanding what the nature of their role is (Clutterbuck, 2008). Because of this, their potential for career growth and mobility is increased as well. Coaching, meanwhile, has been considered by many to be a managerial responsibility and those who are being coached receive assistance and support when carrying out new duties or using new skills and technologies (Veale and Wachtel, 1996). Coaching activities enable individuals to acquire and develop skills and competencies, have the opportunity to correct mistakes, and prepare themselves for teamwork.
Nonetheless, I believe that mentoring activities can eventually develop a motivating and supportive environment where both success and failure can be assessed. Moreover, because personal and professional relationships are established between the mentor and mentees, empowerment and recognition effectively comes for both parties, thereby increasing levels of satisfaction (Southworth, 1995). This way, both the mentor and those who are being mentored are encouraged to pursue their goals and come up with possible solutions for all problems.
In organizations, it is necessary that their strengths and weaknesses are carefully analyzed in order to completely view their attitudes, values, and leadership styles (Belasen and Frank, 2008). Similarly, through my mentoring experience, I realized that I had my own set of strong and weak points. For instance, my enthusiasm for work encouraged my mentee to respond more openly with dedication and commitment towards our goals. I am actively involved with our activities, and these may help develop my leadership potential by being a source of motivation for those who will follow. I believe that my confidence in the mentoring role has