An Assessment and Outcomes of Fourteen Author-Engaged Mentoring Types Over the Evolution of “Mentorship” from an Idea to a Culture

First described in the 1980s, mentorship has evolved from an emerging idea to a well-established culture. As such, a concomitant understanding of "mentor", "mentee", and "mentorship" is indicated—something currently lacking. In response, this work examines the author's fourteen types of mentoring relationships, over 39 years, regarding outcomes of peer-reviewed publications. The results demonstrate that mentors are most effective when they possess applicable experience compared to their mentees, experience considered by the mentees as having the potential to aid in their ability to solve a problem. In this respect, mentees require a particular self-awareness to identify that they have a solvable problem, anticipate a solution, and can effectively utilize the mentor's experience. Therefore, mentees are not equivalent to protégés, who, with their mentor, develop their careers and psychosocial competencies. The basis of mentorship is problem-solving for mentees, in contrast. Consequently, most productively, mentees choose their mentors, rather than having them assigned. Therefore, much of the effort in organizing matches for advancing the mentorship culture can be misguided and unproductive. In contrast, effective mentorship matching aids a relevant self-awareness in mentees and provides them with options for selecting mentors who are willing and able to share their pertinent problem-solving knowledge.