Mentoring in Nursing - Springer Publishing

1: mentoring: the evolvement of a network of mentors 3
THE PROCESS OF MENTORING
Most of the research that has been published on mentoring outside the
nursing profession is in the fields of business and education; therefore,
this chapter presents concepts that have come from studies in nonnursing
disciplines (Cottrell, 2006; Daloz, 1999; Gay, 1994; Jonson, 2008;
Kram, 1983, 1986; Levinson, Darrow, Klein, Levinson, & McKee, 1978;
Luna & Cullen, 2000; Maxwell, 2008; Murray, 2001; Ragins & Kram,
2007; Roberts, 2000; Schweibert, 2000; Shea & Gianotti, 2009; Sinetar,
1998; Stoddard & Tamasy, 2009; Zachary, 2005, 2009). Here, the term
mentoring is thought to be an offspring of human living, teaching and
learning, our giving and receiving wisdom in all relationships, in leadership,
and through succession.
Although some feel a mentorship involves just two people, others
feel it can be a group of people helping each other. This perspective
reinforces the more contemporary idea that it is generally more worthwhile
to reach out to, network with, encourage, and mentor others than
to work solo. However, although many people recommend a mentorship,
there are always a few successful individuals who routinely work
on their own. They manage each heartache and organizational burden
alone just as they also receive merit and fame for their accomplishments
alone. Even leaders generally want mentors (or at least friends
with the mentor’s spirit) because they are “reaching into the unknown
for self-expression” and can use some encouragement (Sinetar, 1998,
p. 39). Can’t everyone use some encouragement? Isn’t success sweeter
when it is a result of a team effort?
Thus, why not extend the classic dyadic mentoring definition to
include collaborating within a larger group of people with the purpose
of creating a mentoring spirit in work groups? The following example
will clarify: Sara, a new graduate from a BSN program, begins her
new RN position on the Telemetry Unit and is immediately assigned
to Joellen to precept. Joellen, a 10-year veteran of the Telemetry Unit
and neighboring Coronary Care Unit, is the charge nurse on most
shifts she works due to her experience and Clinical Level IV status.
Sara is actually Joellen’s niece and has been mentored by Joellen for
the last 4 years, since Sara began her BSN program. Joellen ensures
that the schedule has them paired on each shift, precepts Sara every
shift, and mentors her further outside of the hospital but does not tell
anyone they are related. The staff also welcomes her as a fast learner
and “good nurse.” They want her to be part of their team. Sara soars in
her orientation and is acclaimed for her clinical decision-making skills,
given her brief clinical experience. Sara becomes a Clinical Level II