There has long been an interest in the effects of mentors on protege career outcomes, and with scholars now beginning to examine mentoring across national boundaries. Using survey information as well as company records for 299 expatriates (163 men, 136 women) in 10 countries, we examined the impact of home- and host-country mentors upon expatriate effectiveness. We found that having a host-country mentor had a significant positive effect on the expatriate's organizational knowledge, organizational knowledge-sharing, job performance, promotability, and perceptions of teamwork. Having a home-country mentor had a significant positive effect only on organizational knowledge, job performance, and promotability. Surprisingly, our results revealed that having a home- country mentor had a significant but negative effect on the expatriate's organization identification and job satisfaction. Contrary to the literature, neither type of mentoring had a significant effect on job tension. Implications for practice as well as future research are detailed.
