Abstract

Since the entrepreneur often lacks time to take traditional training, an increasing number of them choose to be coached by a mentor. There are several positive return benefits to such a relationship, whether it be in terms of knowledge, competence and improved abilities, of a greater self confidence or simply being able to get out of isolation (Cull, 2006; Gravells, 2006; St-Jean et Audet, Sous presse; Sullivan, 2000). However, we still don’t understand the process through which the entrepreneur undergoes a transformation by being in contact with his mentor. According to Gravells (2006), directivity and commitment are two variables that define the boundaries of mentoring depending on the orientation of concerns. This brings our research question: are there ways of doing or mentoring styles more efficient than others?

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