satisfaction, turnover intentions and organizational commitment). In contrast, such variables appeared to be influenced by supervisor and coworker relationships.In summary, many questions remain unanswered regarding mentoring effectiveness. In order to solve some of the issues raised by recent research it is crucial first to gather more results indicating that mentored and non-mentored individuals differ significantly (Underhill, 2006, Allen, Eby, Poteet & Lima, 2004)). However, as the findings of Allen et al (2000) suggest, if the personal characteristics that make a protege desirable for mentors are the very same as those that lead to career success, then research comparing non-mentored and mentored individuals says very little about mentoring effectiveness. As Underhill (2006) stated, more research is needed that compares characteristics of protege and non-proteges and whether individual characteristics or receipt of mentoring is the catalyst for improved career outcomes (p.304)Also, in order to avoid confirmation bias, it is important to carry on research that aims to compare the effects of mentorship with the effects of other existing forms of relationships in work environments, such as those established with coworkers or supervisors (e.g. Raabe & Beehr, 2003), rather than only focusing on the dyad formal versus informal mentoring programs.ReferencesAllen, T., Eby, L., Poteet, M., & Lima, L. (2004). Career Benefits Associated With Mentoring for Prote ge s: A Meta-Analysis. Journal of Applied Psychology, 89(1), 127- 136.Allen, T., Eby, L. & Lentz, E. (2006b). The relationship between formal mentoring program characteristics and perceived program effectiveness. Personnel Psychology, 59(1), 125-153.Allen, T., Eby, L., & Lentz, E. (2006). Mentorship Behaviors and Mentorship Quality Associated With Formal Mentoring Programs: Closing the Gap Between Research and Practice. Journal of Applied Psychology, 91(3), 567-578.Allen, T., Poteet, M. L., & Russell, J. E. (2000). Protege selection by mentors: Whatmakes the difference? Journal of Organizational Behavior, 21(3), 271.Brashear, T., Bellenger, D., Boles, J. & Barksdale Jr., H. (2006). An exploratory study of the relative effectiveness of different types of sales force mentors. Journal of Personal Selling and Sales Management, 1, 7-18.Chao, G. (1997). Mentoring Phases and Outcomes. Journal of Vocational Behavior, 51, 15-28.Raabe, B. & Beehr, T. (2003). Formal mentoring versus supervisor and coworker relationships: differences in perceptions and impact. Journal of Organizational Behavior, 24, 271-293.Tonidandel, S., Avery, D. & Phillips, M. (2007). Maximizing returns on mentoring: factors affecting subsequent prote ge performance. Journal of Organizational Behavior, 28, 89110Underhill, C. (2006). The effectiveness of mentoring programs in corporate settings: A meta-analytical review of the literature. Journal of Vocational Behavior, (68), 292-307. Wallace, J. E. (2001). The benefits of mentoring for female lawyers. Journal of Vocational Behavior, 58, 366391.Wanberg, C., Kammeyer-Mueller, J., & Marchese, M. (2006). Mentor and Protege predictors and outcomes of mentoring in a formal mentoring program. Journal of Vocational Behavior, 69, 410-423.