Reverse mentoring relationship: A structural theory and empirical examination in the context of Chinese organizations

doi:10.3724/SP.J.1041.2026.1900

Abstract

Abstract:

The reverse mentoring relationship, as a novel developmental relationship that integrates intergenerational interaction and promotes reciprocal learning and mutual empowerment, has become increasingly prevalent in workplace settings. However, existing research has not systematically examined its conceptual structure, and a psychometrically sound measurement instrument remains lacking. Situated in the Chinese organizational context in the digital-intelligence era, this study used grounded theory techniques and questionnaire surveys to explore the conceptual connotation, structural dimensions, and measurement of the workplace reverse mentoring relationship. The results showed that the reverse mentoring relationship in the digital-intelligence era consists of three dimensions: technical support, mental inspiration, and competence recognition. On this basis, this study developed a 15-item measurement scale. Across three empirical studies, a total of 1,513 employees were surveyed to examine the reliability, validity, and practical applicability of the scale. The results indicated that the scale demonstrated good reliability and structural validity. Moreover, the reverse mentoring relationship in the digital-intelligence era enhanced older employees’ occupational self-efficacy and performance, while also strengthening younger employees’ organizational belongingness and reducing their turnover intention. Drawing on the context of China’s digital-intelligence transformation, this study provides a localized extension of the conceptual understanding of the reverse mentoring relationship, offers an effective measurement tool for future research, and provides practical guidance for managing reverse mentoring relationships in organizations.

Key words: reverse mentoring relationship, scale development, technical support, mental inspiration, competence recognition

PENG Shuai, ZHANG Jian, YIN Kui, BU Xing. (2026). Reverse mentoring relationship: A structural theory and empirical examination in the context of Chinese organizations. Acta Psychologica Sinica, 58(9), 1900-1918.

Figures/Tables 14

References 43

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No.	Gender	Age	Education	Position	Industry	Role in Traditional Mentoring Relationship	Presence of Reverse Mentoring Phenomenon	Duration of Reverse Mentoring Relationship	Type of Reverse Mentoring Relationship	Form of Address for the Other Party
1	Male	32	Bachelor	Operations Supervisor	Internet	Mentor	Present	3 years	Formal relationship	Young mentor
2	Female	39	Bachelor	Administrative Supervisor	Manufacturing	Mentor	Present	2.5 years	Formal relationship	Protégé
3	Male	54	Bachelor	Senior Teacher	Higher education	Mentor	Present	4 years	Informal relationship	Young mentor
4	Male	49	Associate	Engineer	Manufacturing	Mentor	Present	3 years	Formal relationship	Protégé
5	Male	51	Associate	Department Manager	Wholesale	Mentor	Present	3 years	Formal relationship	Young protégé
6	Female	30	Bachelor	Engineer	Internet	Mentor	Present	5 years	Informal relationship	Protégé
7	Male	39	Bachelor	Operations	Internet	Mentor	Present	2 years	Informal relationship	Young mentor
8	Male	40	Master	Manager	Internet	Mentor	Present	3 years	Formal relationship	Protégé
9	Female	27	Bachelor	Engineer	Internet	Mentor	Present	0.5 years	Formal relationship	Young mentor
10	Male	35	Master	Project Manager	Finance	Mentor	Present	3.5 years	Informal relationship	Protégé
11	Female	35	Master	Marketing Planning Director	E-commerce	Mentor	Present	2 years	Formal relationship	Protégé
12	Female	36	Bachelor	Hotel Manager	Services	Mentor	Present	4 years	Informal relationship	Young mentor
13	Male	42	Master	Product Manager	Internet	Mentor	Present	3 years	Informal relationship	Young mentor
14	Male	33	Master	Programmer	Internet	Mentor	Present	2 years	Informal relationship	Protégé
15	Male	28	Bachelor	Finance Supervisor	Manufacturing	Protégé	Present	2 years	Formal relationship	Mentor
16	Female	29	Master	Legal Affairs Specialist	Insurance	Protégé	Present	1.5 years	Formal relationship	Mentor
17	Female	28	Associate	Human Resources	Internet	Protégé	Present	3 years	Informal relationship	Mentor
18	Female	28	Bachelor	Public Relations	Construction	Protégé	Present	2 years	Informal relationship	Mentor
19	Female	30	Master	Teacher	Education	Protégé	Present	3 years	Formal relationship	Mentor
20	Female	23	Bachelor	Teacher	Education	Protégé	Present	0.5 years	Informal relationship	Mentor
21	Female	25	Bachelor	Social Worker	Community services	Protégé	Present	1 year	Informal relationship	Mentor
22	Male	32	Bachelor	Engineer	Chemical industry	Protégé	Present	2 years	Formal relationship	Mentor
23	Male	32	Master	Manager	Internet	Protégé	Present	2.5 years	Formal relationship	Mentor
24	Female	32	Master	Technical R&D	Manufacturing	Protégé	Present	2 years	Informal relationship	Mentor
25	Female	30	Bachelor	Office Clerk	Government agency/public institution	Protégé	Present	1 year	Informal relationship	Mentor
26	Male	29	Bachelor	Manager	Services	Protégé	Present	2 years	Formal relationship	Mentor
27	Male	28	Master	Engineer	Internet	Protégé	Present	0.5 years	Formal relationship	Mentor
28	Female	29	Bachelor	Accountant	Manufacturing	Protégé	Present	3 years	Formal relationship	Mentor

No.	Gender	Age	Education	Position	Industry	Role in Traditional Mentoring Relationship	Presence of Reverse Mentoring Phenomenon	Duration of Reverse Mentoring Relationship	Type of Reverse Mentoring Relationship	Form of Address for the Other Party
1	Male	32	Bachelor	Operations Supervisor	Internet	Mentor	Present	3 years	Formal relationship	Young mentor
2	Female	39	Bachelor	Administrative Supervisor	Manufacturing	Mentor	Present	2.5 years	Formal relationship	Protégé
3	Male	54	Bachelor	Senior Teacher	Higher education	Mentor	Present	4 years	Informal relationship	Young mentor
4	Male	49	Associate	Engineer	Manufacturing	Mentor	Present	3 years	Formal relationship	Protégé
5	Male	51	Associate	Department Manager	Wholesale	Mentor	Present	3 years	Formal relationship	Young protégé
6	Female	30	Bachelor	Engineer	Internet	Mentor	Present	5 years	Informal relationship	Protégé
7	Male	39	Bachelor	Operations	Internet	Mentor	Present	2 years	Informal relationship	Young mentor
8	Male	40	Master	Manager	Internet	Mentor	Present	3 years	Formal relationship	Protégé
9	Female	27	Bachelor	Engineer	Internet	Mentor	Present	0.5 years	Formal relationship	Young mentor
10	Male	35	Master	Project Manager	Finance	Mentor	Present	3.5 years	Informal relationship	Protégé
11	Female	35	Master	Marketing Planning Director	E-commerce	Mentor	Present	2 years	Formal relationship	Protégé
12	Female	36	Bachelor	Hotel Manager	Services	Mentor	Present	4 years	Informal relationship	Young mentor
13	Male	42	Master	Product Manager	Internet	Mentor	Present	3 years	Informal relationship	Young mentor
14	Male	33	Master	Programmer	Internet	Mentor	Present	2 years	Informal relationship	Protégé
15	Male	28	Bachelor	Finance Supervisor	Manufacturing	Protégé	Present	2 years	Formal relationship	Mentor
16	Female	29	Master	Legal Affairs Specialist	Insurance	Protégé	Present	1.5 years	Formal relationship	Mentor
17	Female	28	Associate	Human Resources	Internet	Protégé	Present	3 years	Informal relationship	Mentor
18	Female	28	Bachelor	Public Relations	Construction	Protégé	Present	2 years	Informal relationship	Mentor
19	Female	30	Master	Teacher	Education	Protégé	Present	3 years	Formal relationship	Mentor
20	Female	23	Bachelor	Teacher	Education	Protégé	Present	0.5 years	Informal relationship	Mentor
21	Female	25	Bachelor	Social Worker	Community services	Protégé	Present	1 year	Informal relationship	Mentor
22	Male	32	Bachelor	Engineer	Chemical industry	Protégé	Present	2 years	Formal relationship	Mentor
23	Male	32	Master	Manager	Internet	Protégé	Present	2.5 years	Formal relationship	Mentor
24	Female	32	Master	Technical R&D	Manufacturing	Protégé	Present	2 years	Informal relationship	Mentor
25	Female	30	Bachelor	Office Clerk	Government agency/public institution	Protégé	Present	1 year	Informal relationship	Mentor
26	Male	29	Bachelor	Manager	Services	Protégé	Present	2 years	Formal relationship	Mentor
27	Male	28	Master	Engineer	Internet	Protégé	Present	0.5 years	Formal relationship	Mentor
28	Female	29	Bachelor	Accountant	Manufacturing	Protégé	Present	3 years	Formal relationship	Mentor

Raw Materials	Open Coding
Raw Materials	Initial Codes
In the use of the Internet, especially AI-based intelligent technologies, younger employees share their experience because they are able to understand the current level of AI technological development and its operating principles more quickly. [1] This helps older employees like us better master the skills needed to use AI technologies and thereby improve overall work efficiency. [2] In addition, regarding some new legal issues and policy changes, new employees also collect information and integrate information channels, thereby providing older employees with certain documentary support for writing work reports. [3] It is worth emphasizing that, compared with me, my young mentor has a more open mindset. [4] Many of his innovative ideas help me simplify and innovate certain work processes, enabling me to better adapt to new changes in the company’s operating procedures and improve work efficiency. [5] At the same time, I believe that this reverse mentoring relationship involves not only the learning of technologies and knowledge, but also spiritual and emotional exchanges between us, [6] as well as influences on our outlooks on life and values. [7] Therefore, the reverse mentoring relationship between my young mentor and me is, overall, a relationship that combines mentorship and friendship. We often share problems we encounter and freely express our confusion, [8] after which we provide answers and comfort to each other. [9] Compared with my young mentor, I still have relatively rich life and work experience. [10] Therefore, he is very willing to listen to some of my suggestions at work. [11]...	[1] Sharing experience in using AI technologies
	[2] Improving work efficiency through AI technology application
	[3] Sharing new work-related policies
	[4] Broadening thinking
	[5] Guiding adaptation to change
	[6] Emotional influence
	[7] Collision of values
	[8] Freely expressing confusion
	[9] Support and encouragement
	[10] Recognizing the value of experience
	[11] Respecting senior employees’ opinions...

Raw Materials	Open Coding
Raw Materials	Initial Codes
In the use of the Internet, especially AI-based intelligent technologies, younger employees share their experience because they are able to understand the current level of AI technological development and its operating principles more quickly. [1] This helps older employees like us better master the skills needed to use AI technologies and thereby improve overall work efficiency. [2] In addition, regarding some new legal issues and policy changes, new employees also collect information and integrate information channels, thereby providing older employees with certain documentary support for writing work reports. [3] It is worth emphasizing that, compared with me, my young mentor has a more open mindset. [4] Many of his innovative ideas help me simplify and innovate certain work processes, enabling me to better adapt to new changes in the company’s operating procedures and improve work efficiency. [5] At the same time, I believe that this reverse mentoring relationship involves not only the learning of technologies and knowledge, but also spiritual and emotional exchanges between us, [6] as well as influences on our outlooks on life and values. [7] Therefore, the reverse mentoring relationship between my young mentor and me is, overall, a relationship that combines mentorship and friendship. We often share problems we encounter and freely express our confusion, [8] after which we provide answers and comfort to each other. [9] Compared with my young mentor, I still have relatively rich life and work experience. [10] Therefore, he is very willing to listen to some of my suggestions at work. [11]...	[1] Sharing experience in using AI technologies
	[2] Improving work efficiency through AI technology application
	[3] Sharing new work-related policies
	[4] Broadening thinking
	[5] Guiding adaptation to change
	[6] Emotional influence
	[7] Collision of values
	[8] Freely expressing confusion
	[9] Support and encouragement
	[10] Recognizing the value of experience
	[11] Respecting senior employees’ opinions...

Raw Materials	Open Coding
Raw Materials	Initial Codes
Recent university graduates like me can quickly accept and skillfully use the latest science and technologies. From time to time, we explain the use of new technologies to older employees who have worked in the company for many years, helping them better adapt to their current work. [397] Older employees mainly rely on their own experience, whereas young colleagues who have just entered the workplace can fully apply their own skills, transmit new concepts and knowledge to older employees, and better optimize work plans. [398] In my department, what impressed me most was a newcomer who guided an employee who had actually worked in the company for six or seven years. When the older employee was solving a problem, the newcomer provided some new methods and used different ways of thinking to address the problem. [399] In fact, my mentor is very experienced, and almost no difficulty can defeat him. [400] However, the times are changing very rapidly, and mentors may encounter problems that are difficult to solve. I am very willing to use current advanced technologies and knowledge [401] to come up with ideas that others may not think of, but that are novel and innovative, and to provide him with new ways of thinking. [402] Even if he may be standing still, the injection of fresh blood [403] can inspire older employees to adopt new ideas and methods to solve problems. [404] At the same time, in my daily work, I am very willing to receive suggestions from older employees, [405] because they all have rich work experience. [406]...	[397] Guidance on new technologies
	[398] Sharing new industry knowledge and ideas
	[399] Flexible thinking guiding multi-perspective analysis and problem solving
	[400] Recognizing older employees’ job competence
	[401] Providing technical guidance for problem solving and work tasks
	[402] Using divergent thinking to broaden perspectives
	[403] Inspiring enthusiasm
	[404] Solving problems with innovative ideas
	[405] Recognizing older employees’ suggestions
	[406] Acknowledging the value of older employees’ experience...