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The purpose of this study was to determine the value, if any, of a mentoring program for beginning U.S. Army Reserve Forces School instructors, specifically: how mentored and unmentored beginning instructors differ in their perception of a mentorship program, how do mentors improve, if at all, the beginner's instructional practice, how mentors assist the beginner's understanding of the school's operating procedures, and how formally and informally mentored instructors differ in their perception of a mentorship program. Army Reserve instructors teaching the Command and General Staff Course (CGSOC) and the Combined Arms Services Staff Course (CAS3), were the subjects for this study. The total population of 267 instructors was surveyed by questionnaire, 217 (81.3%) usable responses were received. ANOVA and t-test statistic calculations showed a significant difference between the mean responses of instructors with a formal mentor and those with an informal or no mentor. Instructors with formal mentors strongly agree that mentorship is beneficial to beginners and should be part of an induction program. Formal mentors helped improve practice through observation, feedback, counseling, and direct assistance. Instructors with formal mentors state they were provided an orientation into administrative, logistical, and standard operating procedures. Finally, the formally mentored group report they were helped to become better instructors, guided in professional development, given a formal assessment of their instructional abilities, and provided materials to improve practice and maintain competence. The data appear to suggest that a formal mentorship program produces a more prepared beginning instructor. / Ed. D.

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Indiana University-Purdue University Indianapolis (IUPUI) / Latinos comprise the largest minority population in the United States. Research underscores the many positive effects that mentors can have on Latino adolescents who lack a male role model living in the home. Mentors can provide support and teach helpful skills that can be applied to multiple life domains needed throughout a person’s lifespan. There are many different types of mentoring services and styles available to adolescents. Yet, there are specific gaps and room for growth within the scholarly literature regarding Latino adolescents that need to be addressed. Shining light and allowing their narratives to be heard and understood in greater depth can promote more effective mentoring programs for Latino adolescents. A qualitative study was conducted using Narrative Analysis involving face-to-face interviews with Latino male adolescents who have lived with a single mother and were participating in a mentoring program. The aim of this study was to obtain valuable first-hand insight and recommendations with regard to adolescents’ experiences regarding the absence of a male role model at home, their participation in mentoring services, as well as their recommendations for improving mentoring programs for Latino adolescents. Key findings included the many benefits that stem from the mentees being involved in their mentoring program, the importance of the mentees’ mothers and other positive supports in their lives, as well as the mentees’ helpful recommendations for their mentoring program.

The purpose of this study was to describe the role that mentors played in the development of school principals. This study focused on the role of mentors as described by retired school principals on the informal mentoring process. It also identified and discussed differences the retired principals found in mentoring relationships among males and females. Qualatative methodology was used in this study. Principals who retired between 1960 and 1997 were interviewed and described the role that mentors played in their professional development and what role, if any, they played in a formal mentoring process. The mentors of the retired principals contributed significantly to their career development. During the time that they were serving as principal the nature of the mentor network was primarily informal. Most of the retired principals made no application for the principalship but were invited to serve in that position. Most participants believed that women were more likely to climb the career ladder with the help of a mentor. As their careers were nearing an end, some of the participants were involved in the development of formal mentoring programs. Whether engaged in formal or informal mentoring processes, all of the participants made contributions. Those participants who had mentors all chose to mentor others. Ultimately, the retired principals described mentoring as having made an important contribution to their development as school principals. They encouraged continued use of mentoring in both formal and informal venues. / Ed. D.

The purpose of this study was to determine in what ways the mentees’ behavior changed during a formal mentoring and coaching program conducted during the 2006-2007 school year in Virginia and what accounted for the change(s). Because a sharp increase in responsibilities in recent years has made the job of the principal more demanding and stressful, it is imperative that principals get help from a mentor coach to sharpen the leadership skills that they need to be successful. Information obtained in this study pertaining to a formal mentoring and coaching program and whether or not it changed the leadership behavior of mentees can be used to develop future mentoring and coaching programs for high school principals. This qualitative study took a collective case study approach that focused on collecting information regarding the leadership skills of high school principals who had worked with a mentor coach during the 2006-2007 school year. This study involved six high school principals who formed three dyads during the formal mentoring and coaching program. Triangulation of data sources included interviews with participants, data from the 2006/2007 and 2007/2008 National Association of Secondary School Principals (NASSP) 360 Self and Observer Assessments, reflection log protocols of the mentor coaches, and mentee shadowing protocols. Data were analyzed using a logical analysis approach which included coding data, finding patterns, labeling themes, and developing category systems. Results of this study were presented as categories and discussed using both the conceptual framework and the 10 leadership skill dimensions identified by NASSP and closely related to the standards endorsed by the Interstate School Leaders Licensure Consortium (ISLLC). This collective case study reveals that the three mentees who participated in a formal mentoring and coaching program in Virginia experienced change, meaning improvement, in the following eight of the ten NASSP leadership skill dimensions: (a) setting leadership direction, (b) teamwork, (c) sensitivity, (d) organizational ability, (e) judgment, (f) results orientation, (g) developing others, and (h) understanding own strengths and weaknesses. Two mentees improved slightly and one not at all in the two leadership skill dimensions, oral communication and written communication. The history of the mentee, some characteristics of the mentor coaches, and several variables pertaining to the administrative mentoring and coaching program accounted for their change in leadership behavior. / Ph. D.

Retention of first year college students has been problematic in many U.S. colleges, and different mentoring frameworks have been explored to help resolve the issue. The purpose of this qualitative multiple case study was to examine how the mentoring program at Brown Community College (BCC; pseudonym) positively increased retention of first year college students. BCC is a community college located in a metropolitan urban area in a southern state. Tinto's model of social integration and academic success was used to undergird the study. Research questions were developed to understand how BCC's mentoring program was supporting first year students' retention and what these students perceived as integral in order to persist throughout their program of study. Another question sought faculty's perceptions of how their mentoring program influenced retention at the college. Data collection included structured face-to-face interviews with a purposeful sample of 10 first year college students and two faculty mentors who provided mentorship at BCC. Content analyses were used to identify and isolate the themes through axial coding. The results showed that mentoring may be the catalyst needed to ensure that students stay in college and increase retention and graduation rates. The findings provide useful data for developing curriculum policies that may improve service delivery opportunities for at-risk students. The findings also showed that having qualified college graduates may increase productivity in the workforce and help the college graduates become more successful citizens. Recommendations are offered to improve the existing mentoring program to enable the students to experience social changes in their pursuit of academic success.

A qualitative phenomenological study was conducted to determine the perceived levels of effectiveness and barriers for a successful mentoring relationship between mentors and mentees. Specifically, this study explored the formal mentoring relationships within Texas AgriLife Extension's Mentoring Program. Research was conducted on mentoring relationships from mentor and mentee perspectives to determine how they perceived the relationships' effectiveness, which may serve as a model for further research. The population for this longitudinal study was mentors and mentees in a formal mentoring relationship between the years of 2004 and 2008 within Texas AgriLife Extension Service. One hundred-six mentoring relationships were examined over a five year period. The data were gathered from an open-ended evaluation instrument administered at the end of the one-year mentoring relationship. Wells, (1997) served as the conceptual framework for this study. Wells's model is based on the nine roles of value-creating order, inspiring action, and improving performance-and was used to identify skills that could build professional capacity for a mentor and mentee. The findings of this study indicated that mentors and mentees perceived the formal mentoring program to be effective in sharing knowledge, resources, and experiences. Mentors and mentees indicated that the barriers of time, distance, differences, and work load existed and the relationship could have been improved if barriers were minimized. The perceived characteristics that emerged for an effective mentoring relationship were trusting, encouraging, and leadership. Recommendations were made that researchers should continue to look at training and processes for mentors and mentees preparing for a mentoring relationship.

This study examines the perceptions of new teachers regarding the benefits of full-time mentorship based on one particular new teacher induction program. Six new teachers and three mentors were interviewed in this study. Data indicated that full-time mentors could effectively introduce new teachers into the teaching profession if certain conditions were present. New teachers perceived the following benefits from effective full-time mentorship: increased confidence in their abilities, opportunities for non-evaluative observation and feedback, practice teaching of lessons prior to administrative evaluations, support with resources and materials specific to their situation, and the opportunity to ask critical questions in complete confidence. However, these benefits were not perceived when an unmanageable mentor-to-teacher ratio was present. One finding not prevalent in the literature was the characteristic of disassociation whereby teachers new to the profession had difficulties disassociating their professional work lives from their personal lives. The suggestion is made that further study is warranted to determine if the characteristic of disassociation could be used as a predictor of new-teachers at risk of leaving the profession. This study concludes by making eight recommendations for improving full-time mentor support and new teacher induction.