According to an activity report by the Collectif Mentorat, 77% of young mentees say that mentoring has boosted their self-confidence. And for good reason: in a high-pressure work environment, role models give employees a sense of purpose amid uncertainty. They provide meaning.
So, in the face of workers’ quest for meaning and recognition, can role models become the catalysts for a more inclusive and engaging workplace culture?
The concept of a role model was first articulated by sociologist Robert K. Merton in the 1950s. He described it as someone whose behavior, success, or journey inspires others. In business, it might be an employee known for their ability to embody values that command admiration. Today, inclusion is key. Inclusive role models demonstrate that it is possible to succeed regardless of social or geographical origin, disability, sexual orientation, etc. Slowly but surely, these figures are beginning to appear in some leading French companies—such as IBM, L’Oréal, BNP Paribas, EY, and Orange—often through internal diversity initiatives.
High expectations from younger generations
More and more companies are engaging in mentoring initiatives, in conjunction with associations or as part of internal programs. Mentoring has plenty of benefits: it encourages skills development and responsibility among motivated individuals, promotes key skills in inspiring colleagues, such as listening or empathy, and supports equal opportunities between employees. And it doesn’t stop there. Some also see it as a practical way to showcase their professions or to give meaning to what their teams are doing. The role model then becomes the active link in a transmission-based corporate culture, where each generation learns from the others.
The rise of this model is no coincidence: it reflects a response to intergenerational expectations. Younger generations are no longer looking for just a hierarchical superior but a support figure, a “guide”. Someone who can share values, create connections and recognize their potential. Behind these spot-lit personalities lies a work culture built on trust and collaboration.
From model to systemic transformation
Far from being considered in isolation, role models must act as levers throughout the system: individuals, groups, organizations, and society. Role models should foster a climate of trust, stimulate cooperation dynamics within teams, and therefore improve collective performance. But to be even more effective, that atmosphere needs to go hand in hand with a change in perception and a systemic transformation of recruitment and promotion policies. Valuing certain so-called “unique” individuals without making structural changes in management risks turning them into token representatives, leaving them alone to prove that inclusion works.
Finally, managers taking on this role need to step back, reflect on their own biases, apply emotional intelligence, and learn how to blend their own uniqueness with that of others. It is less about controlling than listening, more about prescribing than supporting. The manager becomes a role model, not by status, but by their ability to empower others.
What about in France?
Since a culture of celebration is not widespread in France, many employees shy away from the spotlight, either out of modesty or fear of being defined solely by their role. As a result, the themes of origin or disability are rarely represented, unlike in the United Kingdom, where the role model function is more readily assumed.
So, to make mentoring and role models the norm rather than the exception, let’s take greater responsibility for these figures in the workplace and make them the driving force behind a more inclusive and caring work culture.
