Dialogue for Change: A Distance Mentoring Program Study for Higher Education Professionals

As an administrator, it is essential to understand the varying theoretical perspectives and frameworks surrounding leadership and organizational development that support employee and student success. After conducting the first two cycles of action research, it was confirmed that there was a need for an intentional focus on the employees’ experience and their professional development. This focus led to administering a distance mentoring program for higher education administrators. The distance mentoring program was a mixed-methods action research project that ran a total of eight weeks with an orientation, mentoring sessions and individual activities during the first five weeks, and individual interviews three weeks following the intervention. There were eight participants in the study who were paired into four groups of two in order to foster a mentoring relationship using the “other” mentoring model. The purpose of the study was to determine the effectiveness of the distance mentoring program with respect to increasing educational outcomes, innovation, job satisfaction, productivity, and strategic action planning for higher education professionals. The distance mentoring program was successful in generating innovative thoughts relevant to the participant’s workplace challenge, increasing job satisfaction, stimulating better solutions for strategic action planning, and creating in a positive impact on the mentoring relationship. Results surrounding productivity were mixed and inconclusive. The implementation of the distance mentoring program was designed to initiate dialogue, brainstorming, planning, and supportive measures by each participant and delivered the social and strategic elements necessary to achieve a more positive, productive, and successful work environment.