ABSTRACT
This chapter considers the characteristics of a relationship between a scientific leader in the field of technological innovation and his research and development team. Mentoring, with its career and psychosocial functions, sits within a new age of management that emerged in the 1980s after research indicated it promoted career success, personal growth, leadership development and increased organizational productivity. The authors have known JO, founder and R&D leader within TECHNO, for a number of years. In the source research, dialogue appeared as an important issue in interpersonal learning. The rule within TECHNO is that no design reaches production stage without being reviewed. Teams consist of peers. There is no leader, as JO views peer groups as being the most effective. The study illustrates some issues that are central to the literature initially discussed. It confirms the role played by a mentoring style of management in supporting dialogue and collective reflection leading to organizational learning and knowledge creation.
