The Global Leadership Mentoring Community: building capacity across seven global regions

Abstract

Aim The purpose of this paper is to report on the evaluation of the online Global Leadership Mentoring Community, a programme designed to build relationships across seven global regions and promote leadership development for emerging nurse leaders. Background There is a pressing need and opportunity for sustainable global leadership mentoring programmes. This programme of Sigma Theta Tau International (Sigma) brought mentors and mentees together from across the world to build leadership capacity, understand global leadership issues and build networks. Community coordinators purposively selected mentors from each of Sigma’s seven Global Regions, and mentees were chosen through a process of snowball sampling. Mentors and mentees met monthly with quarterly group calls. Methods The study followed a programme evaluation, outcomes‐focused approach. All eleven pairs of mentors‐mentees were invited to complete online surveys at the outset and end of programme capturing both quantitative and qualitative data. Quantitative data were analysed using descriptive statistics and for qualitative data, a thematic analysis. Findings Quantitative data confirmed that all 22 participants gained from the experience. From qualitative analysis, themes emerged illustrating the scope of achievements: 1. facilitation of successful outcomes for both mentors and mentees, 2. challenges of global mentoring and 3. strategies for successful global mentoring. Discussion/Conclusion Participants reported that creating global leadership is a longitudinal process that needs sustained attention to effect change. This evaluation identified many strengths of the programme and recommended its continuation to help further development of global leaders, particularly through focusing more purposefully on policy issues. Implications for Nursing Policy Empowerment of nurses globally through a Global Leadership Mentoring Community can improve leadership at all levels, thus emboldening their voices to influence nursing and health policy and ultimately improve patient care.

The Global Leadership Mentoring Community: An evaluation of its impact on nursing leadership

“…More specifically, there is a need for more robust research designs to measure the impact of leadership and mentoring programs for nurses and a need for more formal structured and funded leadership mentoring programs for novice nurse researchers on national and international levels. This program evaluation strengthens the findings of the first cohort evaluation in recognizing the gains to each dyad in the outcome lead-ership achievements of the GLMC (Rosser et al, 2020), reinforcing the value of mentorship and collaborative practices for leadership advocated by WHO (2020). There were many strengths of this program, not least in achieving specific articulated outcomes for program participants.…”

“…By engaging in cross‐cultural communication and developing their understanding of global issues, all three parties (mentor, mentee, and organization) benefit (Indeed, 2022). Mentorship also provides a supported space to share challenges and explore new perspectives (Rosser et al., 2020).…”

Out of Chaos Leaders Emerged

“… 4 Nurse leaders need to be adaptive and strategic while demonstrating concern regarding the well-being of the nursing workforce. 41 …”

Broadening international mentoring: contexts and dynamics of expatriate and HCN intercultural mentoring

“…Mentoring is one of the most powerful tools used in the development of global leaders to enhance both emotional and cultural intelligence (Alon and Higgins, 2005). In addition, effective intercultural mentoring can contribute to increased organizational capability through internal professional network development that enhances knowledge management and global workforce coordination and values alignment (Rosser et al. , 2020; Ansoff et al , 2019; Colakoglu, 2012; Heidenreich et al , 2011; Vance et al.…”

“…This contextual aspect has often been neglected in the extant literature, yet can be crucial for the success of mentoring relationships that cross cultural borders. Third, this paper makes an important contribution to building MNC organizational capability (Ansoff et al , 2019) by focusing on intercultural mentoring as an important practice to increase knowledge sharing (Caligiuri, 2014), to promote the establishment and strengthening of internal collaborative professional networks (Rosser et al. , 2020; Mäkelä et al.…”