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Unlike a management relationship, mentoring relationships tend to be voluntary on both sides, although it is considered possible for a line manager to also be a mentor to the people that they manage. Unlike a coaching relationship, mentoring relationships are more usually unpaid.
The idea behind mentoring relationships is a semi-charitable one: that the more successful, senior partner, the mentor, wishes to pass on some of what they’ve learned to someone else who will benefit from their experience.
Mentoring programmes tend to have four key elements: improving performance, career development, counselling and sharing knowledge there is also an element of the mentor acting as a sponsor for the learner.
Mentoring relationships, especially formal ones organised through a mentoring programme, are often entered into with a defined time limit, or a defined goal. Having such a framework in place can be easier for both parties to agree than an open-ended commitment.
For example, a learner may agree to work with a mentor for a year, or until they achieve a particular desired promotion. After they have reached the time limit or achieved the goal, terms can be renegotiated. The mentor and learner may decide to continue to work together, especially if the relationship has been productive and helpful to both.
A mentor can take on several different roles in the course of a mentoring relationship, depending on the requirements of the learner.
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