Are mentor relationships helping organizations? An exploration of developing mentee‐mentor‐organizational identifications using turning point analysis

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Abstract
This study employed turning point analysis to examine developing mentor relationships and the association between mentor relationships and individual‐organizational relationships. Graduate students from three communication departments reported turning points which they experienced during the early development of their mentor relationships. Findings indicated that many turning points occurred of which have previously been assumed to occur in later stages of relationship development. Some types of turning points were associated with greater changes in identification with the mentors. Others were associated with greater changes in identification with the departments. Results call broad phase models of mentor relational development into question. Secondly, results indicate that mentor relationships are not necessarily associated with individual‐organizational relationships. Mentor relationships, then, should not be assumed to benefit organizations.