Beyond Hierarchical One-on-One Mentoring. Sills, J., Horner-Devine, M. C., Gonsalves, T., Margherio, C., Mizumori, S. J., & Yen, J. W. 362(6414):532. ![Beyond Hierarchical One-on-One Mentoring [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper doi abstract bibtex [Excerpt] [...] traditional hierarchical mentoring relationships, when they work, can be sources of incredible psychosocial and practical support. However, when these relationships are not strong, they can hinder or even harm mentees [...]. The unequal power dynamic of a senior mentor [...] and junior mentee can be especially problematic for individuals belonging to systematically marginalized identity groups [...] and can exacerbate a sense of isolation for the mentee. [...] A mentoring network with multiple modes of mentoring dismantles the guru mentor myth, which suggests that one senior mentor is a necessary and sufficient source of mentoring. Instead, a mentoring network framework centers on the mentees and what they need and desire to thrive in their career; it then meets their varied needs through a host of mentoring relationships [...] Evidence suggests that peer mentoring is most effective with groups of five to eight participants who are all at a similar career stage, have complementary fields of expertise, and share social identities [...]. There is no senior mentor, and thus the model asserts that each peer mentoring participant has useful wisdom and perspectives to share as well as areas in which they need advice. [...]
@article{sillsHierarchicalOneononeMentoring2018,
title = {Beyond Hierarchical One-on-One Mentoring},
author = {Sills, Jennifer and Horner-Devine, M. Claire and Gonsalves, Torie and Margherio, Cara and Mizumori, Sheri J. and Yen, Joyce W.},
date = {2018-11},
journaltitle = {Science},
volume = {362},
pages = {532},
issn = {1095-9203},
doi = {10.1126/science.aav7656},
url = {https://doi.org/10.1126/science.aav7656},
abstract = {[Excerpt] [...] traditional hierarchical mentoring relationships, when they work, can be sources of incredible psychosocial and practical support. However, when these relationships are not strong, they can hinder or even harm mentees [...]. The unequal power dynamic of a senior mentor [...] and junior mentee can be especially problematic for individuals belonging to systematically marginalized identity groups [...] and can exacerbate a sense of isolation for the mentee. [...] A mentoring network with multiple modes of mentoring dismantles the guru mentor myth, which suggests that one senior mentor is a necessary and sufficient source of mentoring. Instead, a mentoring network framework centers on the mentees and what they need and desire to thrive in their career; it then meets their varied needs through a host of mentoring relationships [...] Evidence suggests that peer mentoring is most effective with groups of five to eight participants who are all at a similar career stage, have complementary fields of expertise, and share social identities [...]. There is no senior mentor, and thus the model asserts that each peer mentoring participant has useful wisdom and perspectives to share as well as areas in which they need advice. [...]},
keywords = {*imported-from-citeulike-INRMM,~INRMM-MiD:c-14652924,education,research-management,scientific-community-self-correction,scientific-creativity,scientific-knowledge-sharing,team-diversity},
number = {6414}
}
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