Servant Leadership Influence on Student Mentoring

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Servant Leadership Influence on Student Mentoring Mentoring is a committed collaborative partnership, not a dependent relationship. According to Bernier, Larose, and Soucy (2005), the relationship and commitment created within a mentoring program is crucial for its success in assisting the mentee. Past studies have focused on student mentoring and its influence on academic performance, retention, and graduation. The thesis of this paper will examine the theory of servant leadership and its influence on a mentoring approach to assist students academically. This paper will also identify a metaphor for the application of servant leadership and provide a research overview on servant leadership. It is important to know if there is a difference, in particular, testing the attributes associated with servant leadership, as well as practical mentoring processes, to determine its influence on student academic performance. The theoretical framework for this paper is Greenleaf’s theory of servant leadership and the relationship between mentoring and servant leadership and its effect on student performance. Organizational Leadership Model Western Governors University is a top down organization and mentoring is a key component model use by this institution. The implementation of servant leadership attributes may reinforce the execution of processes at all levels within the university. Research also reveals a relationship between student performance and servant leadership. According to Bowman (2005), an individual applying servant leadership characteristics provide a path to guide, serve, and remove obstacles to facilitate processes and improve performance. The role of the servant leader in every department may be crucial in pro... ... middle of paper ... ...is, R. G., & Wise, D. L. (2005). Youth Friends: Outcomes from a school‐based mentoring program. Journal of Primary Prevention Special Issue: Mentoring with Children and Youth, 26(2), 129‐129. doi: 817355991 Sendjaya, S. (2005). Leading with the heart: Servant leadership put other people’s needs, aspirations and interests above their own. Monash Business Review, 1(2). 34-41. Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7-22. doi: 812347 Toor, S., & Ofori, G. (2009). Ethical Leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-547. doi: 510.1007/s10551-10009-10059-10553. Zaleznik, A. (2004). Managers and Leaders: Are They Different? Harvard Business Review, 82(1), 74-81.

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