The power of mentoring in developing the next generation of leaders in U.S. institutions of higher education

Abstract

Through a basic qualitative research design, the study explored the power of mentoring in developing the next generation of leaders in U.S. institutions of higher education (HEDs). For this purpose, the individual opinions of 18 directors of leadership were solicited to explore the role of mentoring as instrumental in cultivating future leaders in HEDs, where academic excellence and innovation flourish. The findings suggested that developing the next generation of leaders is a strategic imperative and cannot be overstated, in the context of HEDs, where exemplary, ethical, adaptable, and visionary leaders are born. HEDs can play a major role in upskilling and cultivating them through mentoring from fostering a sense of community, to modeling behavior, and embracing diversity, equity, and inclusion (DEI). Effective mentorship is of paramount importance in guiding and professionally developing future leaders to steer the complexities and the dynamic realm of U.S. HEDs. This study can help U.S. universities understand the power of mentoring in developing the next generation of leaders. An improved understanding of this power will help American colleges and universities, academic leaders, board members, faculty, and policymakers, to better allocate their human, financial, and physical resources in order to meet the needs of the next generation of leaders and to develop them. This research paper is one of the first research studies to explore the power of mentoring in developing the next generation of leaders, from the experiences and perspectives of directors of leadership in U.S. HEDs. Therefore, 18 directors of leadership from various HEDs were identified and interviewed about their perspectives and experiences pertaining to the role of mentoring in developing the next generation of leaders. Data collected from directors provide narratives that expand the body of literature.