How can faculty in professional psychology programs become more intentional and effective mentors? Many psychology graduate students are never mentored, and very few psychologists have ever received training in the practice of mentoring. This article briefly summarizes the nature of mentoring, the prevalence of mentoring in psychology, primary obstacles to mentoring, and some ethical concerns unique to mentoring. The article provides several strategies to enhance mentoring and guidelines for the profession, departments of psychology, and individual psychologists who serve as mentors. This article is designed to help readers take a more deliberate approach to the practice of mentoring. Our system of higher education, though officially committed to the fostering of intellectual and personal development of students, provides mentoring that is generally limited in quantity and poor in quality. (Levinson, Darrow, Klein, Levinson, & McKee, 1978, p. 334) Are psychologists equipped to mentor? Do most psychologists who develop long-term helping relationships with graduate students and junior colleagues consider mentoring a distinct area of professional practice? Although mentoring relationships clearly benefit those mentored, the mentors themselves, and the profession of psychology (Bogat & Redner, 1985; Clark, Harden, & Johnson, 2000), and although psychologists are increasingly called upon to mentor junior colleagues (H. C. Ellis, 1992; Hardy, 1994; Murray, 1997), relatively few psychologists ever receive training or supervision in the art and science of mentoring. Graduate school faculty, pressed with demands for research, teaching, and committee work, seldom initiate mentor relationships (mentorships; Clark et al., 2000; Cronan-Hillix, Davidson, Cronan-Hillix, & Gensheimer, 1986) and rarely consider methods of explicitly structuring and managing those that exist (Johnson & Nelson, 1999). Further, many psychologists may implicitly assume that mentoring “just happens,” whereas others hold widely divergent views about what mentoring actually means. In this article, I encourage a deliberate transition in our profession’s conceptualization of mentoring—from secondary or collateral duty to intentional, professional activity. This will require adoption of a framework that casts mentoring as a distinct area of professional practice requiring intentional preparation and careful application. I present a brief review of the literature on the nature of mentoring and the prevalence of mentoring in the field of psychology. Recent publications from psychology are emphasized, with secondary attention to key research from the fields of management and education. I highlight essential obstacles to mentoring and ethical concerns specific to mentorships, and I offer strategies for enhancing intentional mentoring at organizational, departmental, and individual levels. My primary purpose is to offer some preliminary practice guidelines for psychologists who mentor. I predict that as more psychologists become intentional mentors,
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