Sexual involvement has been studied extensively in workplace settings, particularly how it affects the quality of mentoring, coaching, and employee skill development opportunities. While many studies have examined this relationship, there is still much to be learned about its impact on these areas. This paper will explore the current literature on the topic, highlighting key findings and presenting new research directions for future inquiry.
Some definitions are necessary. Mentoring refers to a form of training that involves experienced professionals providing guidance and support to less experienced colleagues through one-on-one relationships (Borman & Motowidlo, 1993; Zenger & Folkman, 2018). Coaching, on the other hand, is more structured and focused on improving performance by helping individuals set goals and develop specific skills (Murphy, 2014). Skill development refers to the process of acquiring knowledge and abilities needed to perform tasks effectively (Hooghuis & van der Zee, 2017).
Research suggests that sexual involvement can influence all three of these areas in several ways.
Mentors may use sexual interactions as a way to bond with their mentees or show them affection (Cox & Paley, 2005). Similarly, coaches may use intimate moments to build trust and rapport with their clients (Lerner et al., 2006). In addition, employees who engage in sexually suggestive behavior at work may receive more feedback from supervisors regarding their progress or achievements (Ragins & Cotton, 2017).
Not all studies have found such associations. Some researchers argue that sexual involvement has little effect on coaching and mentoring outcomes (Smith & Grant, 2006), while others suggest that it can even lead to negative consequences (Ely, 2003; Ziegler & McAllister, 2010). Further, there is evidence that some individuals prefer to keep their professional and personal lives separate (Zapata-Stahlberg & Saarinen, 2020), making it difficult to draw broad generalizations about how sex influences these activities.
One possible explanation for these mixed findings is that the quality of the relationship between mentor/coach and mentee/client matters more than whether they are involved romantically or not (Murphy & Murphy, 2004). That is, if a strong bond exists, then any type of interaction - sexual or otherwise - should be beneficial.
If there is no prior connection or mutual respect, then introducing sex into the equation could create conflict and undermine performance (McGregor & Zimmerman, 2005).
Another factor worth considering is organizational culture. Organizations with explicit policies against sexual harassment may discourage mentoring/coaching interactions that involve intimacy (Cox et al., 2010), as they want to avoid legal liability and maintain a safe work environment (Langhout et al., 2017).
Companies that value creativity and innovation may encourage risk-taking and experimentation (Kahneman & Tversky, 1979), which could include exploring new relationships at work.
While much research has been done on this topic, many questions remain unanswered. Future studies should focus on specific contexts (i.e., organizations, industries, roles) and explore different types of sexual involvement (i.e., casual flirtations vs. committed relationships).
Understanding how sex affects mentoring, coaching, and skill development is critical for improving employee development programs in today's workplace.
How does sexual involvement influence mentoring, coaching, and employee skill development opportunities?
There are several ways that sexual involvement can influence mentorship, coaching, and employee skill development opportunities. Firstly, when there is a romantic or sexual connection between a mentor/coach and an employee, it may create an imbalance of power within the relationship, which could lead to favoritism and unfair treatment.