Mentoring programmes: learning opportunities for mentees, for mentors, for organisations and for society

Abstract

The purpose of this article is to communicate a definition of mentoring that will better fulfill the learning opportunities of mentees, mentors, organisations and society. The article presents an approach to the design and implementation of mentoring programmes which is very practical while at the same time manages to take into account the complexity of facilitating effective learning processes. Included is information on selection and matching of mentors and mentees, the phases of the mentoring process and models for learning.

No need to grow my resumé? Mentorship and the intersection of learning between emerging and established leaders

“…In addition, the concept of "diversity mentoring," matching two people who have more pronounced differences with the goal being to learn differing perspectives, aligns closely with all of the domains of the LEADS framework, in particular Engaging Others. 10 We suggest that although reverse mentoring would be a strong organizational signal to both emerging and experienced leaders regarding the value of reciprocal learning, the more traditional mentor/mentee relationship can be equally powerful. The value-add for an established leader is a result of embracing the notion of learning with and from.…”

“…8,9 More recent evidence demonstrates a reciprocal benefit to mentorship, where it is recognized that the mentor also benefits from the relationship in terms of discussing new, up-to-date information and through investing in emerging leaders. 10,11 For established leaders, it can provide an avenue to reflect on elements of their professional life they may not otherwise have time to pursue.…”

“…In addition, the concept of “diversity mentoring,” matching two people who have more pronounced differences with the goal being to learn differing perspectives, aligns closely with all of the domains of the LEADS framework, in particular Engaging Others. 10…”

Mentoring in a Medical Faculty - Chance for Organisational Learning

“…First, the change is addressed by the individual and his/her potential development. Then, organisational learning occurs through the personal learning processes of the individuals and is then returned to the organisation by various interaction processes and initiated actions (Poulsen, 2013).…”

“…To our knowledge, in mentoring research, there are no systematic investigations of a possible relationship between mentoring and the advancement of organisational learning (Allen et al, 2008). Even though several researchers have suggested such a relationship before (Bullis and Bach, 1989;Burke et al, 1994;Van Slyke and van Slyke, 1998;Mullen and Noe, 1999;de Vries et al, 2006;Poulsen, 2013;Cole, 2015;Gentle and Clifton, 2017), most existing research has focused on mentoring programs benefits for individual participants (Burke et al, 2006;Ragins and Kram, 2007;Eby et al, 2008;Jackevicius et al, 2014;Hagemeier et al, 2013;Fleming et al, 2015;Thomas et al, 2015).…”