This article considers that peer relationships, which to date have received limited recognition, provide a valuable source of learning for managers and professionals. It contends that this type of learning relationship is particularly appropriate as a response to organizational and social transformation. It proposes the concept of `peer mentoring', which is based on the principle of mutual involvement for learning and development between two peers. Qualitative research is presented which includes a typology of peer mentoring relationships, and an exploration of the nature of such relationships. The article concludes that this approach to learning has much to commend it to individuals and organizations.
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