The concept builds on the Group Roles model developed by Benne & Sheats,[1] taking a short-cut route to describing preferences when guiding others.
The roles are neutral in representation - reflecting a preference in relation to giving guidance and support, rather than presenting a pyramidal of approaches that work towards an ideal.
Positively, these roles are highly effective at supporting others through cultural and behavioral challenges, and giving a valid platform for personal input and demonstration from the mentor.
When adopting these roles, managers have to be observant against a tendency to place too much emphasis on self-opinion rather than fact, and for them to take ownership of the problem/challenge being discussed, rather than coach the person through the issue.
For example, a mentee may be looking for a 'sympathetic ear', to vent their frustration at, whereas the situation requires the mentor to take a 'critical partner' and 'role model' approach to move the situation forward In making the roles overt and labeling them, both parties are able to work towards positions within the relationship that best support effective outcomes and agree levels of challenge and input that educate, support and demonstrate appropriately.