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Servant Mentors and Transnational Mentees

Servant Mentors and Transnational Mentees

David Starr-Glass
Copyright: © 2014 |Pages: 22
ISBN13: 9781466658400|ISBN10: 1466658401|EISBN13: 9781466658417
DOI: 10.4018/978-1-4666-5840-0.ch005
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MLA

Starr-Glass, David. "Servant Mentors and Transnational Mentees." Servant Leadership: Research and Practice, edited by Raj Selladurai and Shawn Carraher, IGI Global, 2014, pp. 92-113. https://doi.org/10.4018/978-1-4666-5840-0.ch005

APA

Starr-Glass, D. (2014). Servant Mentors and Transnational Mentees. In R. Selladurai & S. Carraher (Eds.), Servant Leadership: Research and Practice (pp. 92-113). IGI Global. https://doi.org/10.4018/978-1-4666-5840-0.ch005

Chicago

Starr-Glass, David. "Servant Mentors and Transnational Mentees." In Servant Leadership: Research and Practice, edited by Raj Selladurai and Shawn Carraher, 92-113. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-5840-0.ch005

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Abstract

Relational connectedness is critical for servant leaders, who aspire to articulate inclusiveness, concern, and citizenship within the enterprise. This chapter argues that relational connectedness and a similar set of values are also critical for successful mentoring. Mentoring is concerned with providing benefit, support, and advancement for the novice who is engaged in the guiding relationship. The chapter considers the dynamics of mentoring transnational students who are distanced culturally, spatially, and experientially from their mentor. Although grounded in a specific mentoring context, the chapter argues that similar relational distance occurs in all mentoring work and suggests that the process of mentoring is made stronger and more effective if it utilizes the tenets of servant leadership. This more relational approach is termed “servant mentoring.” Following an analysis of what servant mentoring might entail, a number of suggestions are made to assist mentors lower interactional distance and to strengthen their mentoring practice.

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