Mentoring new university teachers

Abstract

The paper begins by outlining evidence that mentorships are extensive in British higher education. Second, it examines the role of the mentor, drawing attention to the complexity and confusion that exists around this central issue. Next, the authors turn to the various models of mentoring. Taking issue with those who support formal intervention and hierarchical relationships, they argue for a more organic approach, in which regulations are not closely prescribed and participants are empowered to develop their partnership in ways that are congruent with their culture. The paper questions the relative lack of convincing data on the effectiveness of mentoring, either from research or from within organizations’ own evaluation systems, and suggests a future research agenda focused on this issue. Throughout, the focus is on the role of the mentor rather than the role of the mentee or protégé, drawing on data from the authors’ own universities, two ‘old’ research‐led universities with traditions of collegiality (Nottingham is a large provincial university that was founded in the 1880's and acquired a Royal Charter in 1948; Keele dates from 1950, is a smaller, campus‐based university, with strong traditions of multi‐disciplinarity).