Our research shows how effective and powerful mentoring is interactionally achieved within 'communities of practise' in workplaces. This identity of a mentor encompasses developmental, professional and personal functions as is evident when a person with authority initiates and prods subordinates in an upward and outward direction.
Examples of this involve managers exploring ways of assisting subordinates to make progress by acquiring further skills and qualifications which will contribute to his/her personal and professional development. This detailed analysis of developmental and personal mentoring is an example of how facilitative and accommodating good manager-mentors can be.