A multidimensional model of mentorship for emerging health research leaders: a longitudinal qualitative multiple case study

Abstract

BackgroundThe Developing Research Innovation, Localisation and Leadership (DRILL) programme is a research leadership programme that uses mentorship and relational triads to develop early career health scientists (DRILL Fellows). Between August, 2015, and August, 2019, 25 health scientists from various health professions in KwaZulu-Natal, South Africa, participated in the DRILL programme, all working in high priority areas, namely: HIV/AIDS, health systems strengthening, health professions education, mental health, and health research ethics. The programme proposed that the researchers be formally paired with a supervisor to provide research and content expertise and a mentor to provide support and guidance to attain professional and personal goals. It was envisaged that mentors would help fellows negotiate their academic and career path and provide them with advice and skills to develop as researcher leaders. In this study, we aimed to assess the formally established mentoring and supervisory relationships within the DRILL programme. MethodsWe conducted individual in-depth interviews with the DRILL fellows and used inductive thematic analysis with NVIVO to guide data analysis. FindingsBetween April 24, 2019 and Jan 29, 2020, we interviewed 11 fellows (nine women and two men); mean age was 43 years (range 37–55 years). These fellows were medical specialists (three), pharmacists (two), a registered nurse (one), physiotherapists (two), optometrists (two) and a clinical anatomist (one). Preliminary findings from the fellow interviews indicate that the relational triad model has not been successful. This is as a result of fellows reporting of a blurring of the mentor-supervision role, relational difficulties, time constraints, and an academic workload that results in limited availability of senior researchers at the institution. However, fellows reported that peer mentorship, support from the DRILL leadership, and support external to DRILL have had a large impact. The informal peer mentorship role established among the fellows themselves has led to the development of a very successful, strong, and supportive community of practice. InterpretationPreliminary findings suggest that a successful mentorship model needs to be multidimensional and should include formal mentors as well as a strong peer support network. Multiple mentors who are accessible for the fellows' different needs are more effective than one assigned career mentor. The results from this study will be used to further refine the DRILL mentorship model which will be used by the university and the Department of Health. FundingSupported by the Fogarty International Center, NIH Common Fund, Office of Strategic Coordination, Office of the Director (OD/OSC/CF/NIH), Office of AIDS Research, Office of the Director (OAR/NIH), National Institute of Mental Health (NIMH/NIH) of the National Institutes of Health under Award Number D43TW010131.