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Reverse mentoring, in contrast to traditional mentoring models, enables younger employees to guide senior leaders by sharing technological competencies, contemporary insights, and generational perspectives. This study aims to examine how reverse mentoring is experienced and interpreted by senior executives across various industries, including international companies operating in Türkiye. The study adopts a qualitative methodology based on in-depth interviews with 16 senior executives from diverse organizational settings. Rather than offering an objective assessment of program outcomes, the research focuses on the perceived effectiveness of reverse mentoring from the perspective of senior leaders. Thematic analysis indicates that senior leaders perceive reverse mentoring as more effective when mutual trust, psychological safety, open communication, and reciprocal engagement are present. Participants associated reverse mentoring with enhanced intergenerational communication, stronger organizational belonging, leadership development, digital adaptation, and innovation. Beyond facilitating knowledge exchange on digital tools, executives reported that reverse mentoring fosters broader interactions involving decision-making, strategic thinking, and organizational learning. The findings suggest that reverse mentoring functions not only as a knowledge-transfer mechanism but also as a relational and cultural practice that may support inclusive leadership and organizational adaptability. The study offers practical insights for organizations seeking to integrate reverse mentoring into leadership development and talent management strategies.
Sarıoğlu et al. (Thu,) studied this question.