The Systems Approach to Mentoring (SAM) focuses on mentoring leaders that integrates across systems in the organization. All too often in American organizational environments, mentoring has been a one-on-one relationship implemented exclusively for the purposes of knowledge transfer and largely isolated from other formal organizational learning programs . An isolated approach overlooks the significant potential that mentoring relationships have in developing leaders “in place”. Leaders that emerge within the organization itself with historical and institutional knowledge as well as technical skills can have significant and more immediate impact on the organizational system.

The Systems Approach to Mentoring (SAM) is consistent with the view that mentoring, like any relational approach to learning, is socially constructed within its particular context. In the case of corporate mentoring that con text is the organization as a whole. Therefore it isn ’t sufficient to simply apply the newest off-the-shelf mentoring program , proceed to train experienced leaders to participate in formal mentoring relationships , and expect that leadership will be transformed . Or even that the program will be effective in promoting organizational learning. A system s approach to mentoring approaches the design of a mentoring program for the particular organizational context. The SAM model provides a map for the consultant and mentor to use as they plan the journey through the particular terrain of the organization of interest.

Based on a comprehensive analysis of the empirical literature on mentoring, the SAM model suggests that 7 primary components are important considerations in designing and implementing a mentoring program. These components are: the organization, the clients of the mentee, the mentor, the mentee, the mentoring functions, the learning tasks and the mentoring relationship. Each of these components includes categories that will begin to depict the unique qualities of the organization and the mentoring relationship. Whether mentoring trainer, consultant or mentor, reflection on these categories can guide questions that lead to a systems understanding of a mentoring program’s potential to influence learning in the organization.