Mentorship Praxis: A Case Study of Regent University

Mentorship Praxis: A Case Study of Regent University’s School of Business & Leadership Executive Mentor Program

Brian T. Moore | 2023

Abstract Purpose. This case study aimed to explore and explain the praxis and outcomes of contemporary mentorship and servant leadership in Regent University’s School of Business & Leadership Executive Mentor Program (EMP) from the perspectives of volunteer mentors and student mentees. Methodology. I used quantitative and qualitative approaches in a one-phase convergent mixed methods design to simultaneously collect quantitative and qualitative data for analysis and comparison. The quantitative approach included (a) nonexperimental and cross-sectional survey design, (b) internet survey data collection, (c) EMP mentor and mentee populations, (d) single-stage sampling procedures, (e) nonprobability sampling, (f) the Essential Servant Leadership Behaviors (ESLB) instrument, (g) independent t test for analysis of variance of mentor and mentee groups, and (h) single-sample t test for frequency analysis of groups. The qualitative approach included a phenomenological design with purposive sampling and semistructured interview methods. I analyzed data in a three-phase cycle: (a) first cycle Exploratory Coding methods, (b) second cycle Cumulative Coding methods, and (c) the development of first and second cycle coding tables for comparison, analysis, and theme refinement. Findings and Results. This case study (a) revealed three emergent servant leadership attitudinal, behavioral, and performance outcome themes; (b) exposed the need for improvements within the EMP; (c) recommended the need to modify the ESLB for testing and universal application; and (d) presented the emergence of the mentorship succession theory (MST). First, exploring the praxis of the EMP revealed the emergence of three overlapping and integrated servant leadership themes: (a) attitudinal outcomes (feelings and emotions), (b) behavioral outcomes (actions), and (c) performance outcomes (gains or improvements). EMP mentors and mentees perceived high levels of servant leadership attitudinal, behavioral, and performance outcomes while at the same time noting areas for improvement. Second, the ESLB instrument had two limitations: workplace and leaders-rating focus. Future research testing and validating the modified ESLB could lead to a one-factor servant leadership instrument with counterpart and self-ratings for universal application. Third, this dissertation presented the emergence of the MST. More specifically, with leadership as a means of succession, MST is a succession process whereby one generation perpetuates the next through servant leadership. First, succession is the beginning and continuation of generational groups. Second, the MST process is not bound to personal characteristics, traits, or designated leaders. The MST is the process of applying servant leadership attitudes and behaviors for succession. Third, generation under the MST construct encompasses groups to include, but is not limited to, individuals, families, organizations, nations, and mankind. Fourth and final, servant leadership in the context of MST is a system of leadership built on timeless biblical principles from which all other leadership theories spring: Servant leadership actuates succession. With this in mind, more research is needed to explore, explain, and validate the MST.