This paper examines two types of leadership mentoring behaviors: career mentoring and psychosocial mentoring. First, factor analysis was conducted to confirm the two factor solution. Second, this study examined the impact of leaders' self-report mentoring behaviors on subordinates' motivation using multisource data. Finally, this study also tested the moderating effect of two cultural factors, assertiveness and power distance. It is found that leaders' career and psychosocial mentoring were both positively related to subordinate motivation across 38 countries. The relationship between leaders' career mentoring and subordinate motivation was stronger in high assertiveness cultures, whereas the relationship between leaders' psychosocial mentoring and subordinate motivation was weaker in high assertiveness cultures. Moreover, the relationship between leaders' career mentoring and subordinate motivation was weaker in high power distance cultures
