Even though we know that mentoring works and is a great way to develop future organisational leaders, many organisations are not using it fully for (all) their expatriates. Effective mentoring significantly improves the success and retention of expatriates and also facilitates the development of global competencies and the transfer of knowledge. This newly published book chapter* reviews the role of mentoring in developing expatriates, with unique challenges such as cultural differences, language barriers, and geographical distance.
Culture, language and geography
Many more mentoring relationships nowadays take place across borders. While this is a great way to develop intercultural skills, it also brings along several challenges. Different cultural backgrounds mean that mentors and mentees base their behaviours on potentially different cultural values and assumptions. Cultural differences can disrupt mentoring at every stage of the relationship, sometimes preventing it from reaching its full potential. Language barriers may further complicate the communication. Geographical distance, particularly when expatriates rely on home-country mentors, adds another challenge because physical separation limits face-to-face interaction.
Mentoring needs of various types of expatriates
We know much from research about assigned expatriates sent from the home country office. Imagine an expatriate in Japan; a local mentor could provide invaluable insights into cultural norms, while a home-country mentor might help them stay connected to organizational goals. However, mentoring can also be very relevant for other types of assigned expatriates, including third-country nationals, inpatriates, short-term assignees, and expatriates of host-country origin, as well as self-initiated expatriates such as localized expatriates and foreign executives in local organizations. Organizations may assume that mentoring is unnecessary for (some of) these groups, for example in the case of short-term assignments, despite the specific challenges they face. Mentoring needs vary across these types of expatriates, and it is essential to consider the specific context of each expatriate when designing mentoring support.
Theories, implications, and future research
The chapter also explores the theoretical foundations underpinning expatriate mentoring, including sensemaking, social learning, and social exchange theories, which help explain how mentoring supports adjustment, knowledge transfer, and reciprocal learning. It then examines the organizational implications of expatriate mentoring, highlighting its role in enhancing global leadership, knowledge management, and talent retention. The discussion extends to impacts at the societal level, emphasizing how mentoring may contribute to skill development, cultural integration, and the attractiveness of the location for international talent. Finally, the chapter identifies key areas for future research, such as the role of culture in mentoring, the needs of different types of expatriates, and the how and whys of (multiple) mentoring.
A tailored approach
As global work continues to evolve, the need for effective mentoring grows with it. Organisations should recognize that mentoring is not a universal solution. Tailoring programs to meet the unique needs of different expatriate types can unlock their full potential and contribute to long-term success.
Sources
* van Bakel, M., Vance, C., & Vaiman, V. (2025). Expatriate mentoring. In K. Hutchings (Ed.), The Authoritative Research Guide to Expatriates: Edward Elgar.
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