Recent years have seen organizations increasingly shift towards the development of a mentoring culture, as opposed to the imposition of formalized mentoring programs. This original research paper set out to explore the utility of fostering mentoring cultures within higher education settings with a particular emphasis placed on the ways in which a mentoring culture may support the nurturing of leadership potential and serve underrepresented minority faculty and staff members. Primary data was gathered using an open-ended qualitative survey, which was followed up by semi-structured interviews. One hundred faculty members in diverse academic and administrative leadership roles across the United States were sent online surveys, with 18 individuals expressing interest in participating in a semi-structured interview. Those who responded affirmatively were then contacted via telephone to follow up with further questions. Analysis of their insights, in conjunction with analysis of other literature, suggests that the cultivation of a mentoring culture offers diverse benefits for mentees advancing into leadership positions; for mentors; and for the institution as a whole. Overall, the development of a mentoring culture characterized by informal, spontaneous exchanges, and tailored to the needs of underrepresented minority faculty members, appears to be a useful tool in enhancing leadership potential in higher education contexts.

The goal of this narrative review was to identify, synthesize and summarize research providing both institutional and personal recommendations for female leaders who aspire to hold leadership roles in academia. Existing evidence regarding factors that influence females acquiring leadership positions was first gathered and examined, noting recurring issues that have been identified as inimical to women assuming leadership roles. Recent research studies and statistical trends were then investigated, tracking and reporting on the increase in female leadership in academia that has occurred over recent years. Quantitative and qualitative literature focusing on successful strategies to support females aspiring to academic leadership positions were then elaborated upon, with specific factors identified in order to deepen understanding of shifts that may help to account for the rise of females in academic leadership roles. The recommendations resulting from the findings of this narrative review could be used to scaffold female success in the pursuit of academic leadership roles and offer insights for university executives and administrators on methods of more effectively supporting an increase in female leaders in academia.