This article examines mentor relationships in the public sector, with special attention to the role of formal mentoradvisor systems in management and executive development programs within the federal government. It draws on experience of three case studies of formal mentor systems, as well as other recent experience in the public and private sector.' The intent is to extract from this experience some major themes and lessons which can be used to facilitate the development of more effective mentor relationships. This topic is especially pertinent to federal managers in light of new initiatives in management and executive development that have resulted from the passage of the Civil Service Reform Act of 1978. Recent guidance from the Office of Personnel Management explicitly calls for the assignment of incumbent officials of the Senior Executive Service (SES) as formal mentors or advisors to each SES candidate selected to participate in agency executive development programs.2 While the guidance to agencies does not define specific roles and responsibilities for mentors, the general intent is that these individuals should provide counsel and support to SES candidates as they make the transition from mid-level manager or professional positions to senior level careers.
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