Boyatzis and Mckee (2005) emphasize that the best leaders are motivated and can radiate that positive attitude in the people around them.

Ultimately, having excellent leadership improves the company’s bottom line. “Poor leaders lose money; good leaders make a profit; extraordinary leaders double profit” Zenger, Folkman, & Edinger (2010).

One highly effective tool a person may have at their disposal to develop their leadership skills is mentorship.

A formal peer mentorship program could be used by organizations to speed up employee development to help the organization reach its goals in a shorter period. A mentorship program is a practical approach to action instead of a theoretical approach to traditional training. While conventional training is necessary, only those tools are applied in practical situations will one be able to develop the skills needed.

Having a personal mentor is remarkable, but some people need that access. Research has shown that African Americans lack adequate mentoring and networking opportunities to provide them with the required professional boost. Despite this, there are alternative mentorship opportunities:

Your friends- people who share your drive and ambition. Leverage self-help books. There is a host of self-help and personal development material available. Social organizations- I found Toastmasters to be extremely helpful in developing service leadership skills.

Volunteering- Join the board of a charitable organization. Here you will be among like-minded people, and you may learn new leadership skills while doing excellent work in the community.

Impact of mentorship on an organization and an Individual Organizations

A formal peer mentorship program would help the organization meet its goals in a shorter period. The mentorship program will serve to develop competencies. United States Office of Personnel (2008) offers a list of benefits to the participants in an organizational formal mentorship program.

• Learning through example, practice, or experience, in addition to formal education and training.
• Mentoring helps bridge the gap between theory and practice.
• Increased ability to transfer knowledge and share knowledge.
• The organization will see managers and employees improvement within the work environment.
• Managers would be able to demonstrate the skills necessary to perform in an aggressively shifting work environment where job demands and resources are decreasing.
• Managers will be able to mitigate the impact on the workers by fostering an environment that promotes engagement.

Individuals

• Having an effective mentor could help an individual surpass their peers in their careers.
• Mentoring is a collaborative effort that helps both participants grow.
• Learn from someone else’s past experiences.
• Develop leadership skills and knowledge.
• Access to people and information that would be limited otherwise.

A mentorship program will transform the knowledge gained in traditional leadership training into practical skills. With mutual support, one will be able to improve areas of weakness. With improved leadership, employees become more favorable toward their work; thus, increased company loyalty could be used as a competitive advantage. Remember, employees who are satisfied in their jobs are more productive and motivated, expanding the organization’s morale.

Thank you for reading, and as always, I look forward to hearing your thoughts, comments, and additions.

Reference:

Boyatzis, R.E. & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion. Boston, Massachusetts: Harvard Business School Press.

Farrow, L. (2008). The Experiences of Minority Women Leaders as Mentees in U.S. Organizations. Emerging Leadership Journeys, Vol. 1 Iss. 2, 2008, pp. 25-42. Retrieved on April 6, 2015https://www.regent.edu/acad/global/publications/elj/vol1iss2/ELJ_V1Is2_Farrow.pdf

Ibarra, H. (1993). Personal networks of women and minorities in management: A conceptual framework. Academy of Management Review, 18(1), 56-87.

Kotter, J. (2013). Management Is (Still) Not Leadership. Retrieved on January 25, 2015, fromhttp://blogs.hbr.org/2013/01/management-is-still-not-leadership/

United States Office of Personnel Management (2008). Best Practices: Mentoring – Office of Personnel Management. Retrieved on January 29, 2015, fromhttps://www.opm.gov/hrd/lead/BestPractices-Mentoring.pdf

Zenger, J. Folkman, J. & Edinger, S. K. (2010). How Extraordinary Leaders Double Profits: Decoding Leadership Trends to Discover the Patterns. Retrieved on January 29, 2015, from http://zengerfolkman.com/wp-content/uploads/2013/05/Double-Profits.pdf.