A manager plays an important role as a mentor to his/her subordinates, which enhances the career as well as psychosocial development of the subordinates (Kram, 1983). Workplace Mentoring serves primarily two functions - career mentoring or psychosocial mentoring (Kram, 1985; Kram & Isabella, 1985; Allen, et al., 2004; Wanberg et al., 2003; Allen et al., 2008; Eby et al., 2008). The manager is recommended as a mentor because he/she is argued to be in a better position to influence workplace mentoring outcomes (Raabe & Beehr, 2003). This is important and beneficial for the manager as it provides him with better performing subordinates, better relationships with subordinates, as well as more power and visibility in the organization (Orth, Wilkinson, & Benfari, 1987). However, only 5.7% of mentoring studies have used manager-subordinate sample (Allen et al., 2008). This paper focuses on the manager-subordinate mentoring.