Mentoring female global managers: A social comparison perspective

Abstract

The global business environment is new, complex and not well understood by many of the managers having to “learn by doing.” This “on-the-run” learning experience is particularly difficult for female global managers in the South Asian region who may not have the input or support of others as to how to prepare for relocating overseas. The lack of assistance is further exacerbated by the growing importance of large emerging markets. Given limited history with these key emerging markets, some means of accelerating learning and transferring knowledge to the next generation of (global) managers is a necessity. This article examines one means of addressing the need to learn from others more experienced in global business through mentoring. Social comparison theory is used as the theoretical lens by which to examine the mentoring process for global female managers, a type of managerial talent particularly void of organizational structural support. A means for developing a mentoring programme for global female managers is also developed.