Unity Health Toronto, St. Michael's Hospital, Toronto, Ontario, Canada.
Royal College of Surgeons in Ireland, School of Medicine, Dublin, Ireland.
BMC Med Educ. 2024 May 14;24(1):530. doi: 10.1186/s12909-024-05463-6.
Effective mentorship is an important contributor to academic success. Given the critical role of leadership in fostering mentorship, this study sought to explore the perspectives of departmental leadership regarding 1) current departmental mentorship processes; and 2) crucial components of a mentorship program that would enhance the effectiveness of mentorship.
Department Division Directors (DDDs), Vice-Chairs, and Mentorship Facilitators from the Department of Medicine at the University of Toronto Temerty Faculty of Medicine were interviewed between April and December 2021 using a semi-structured guide. Interviews were audio-recorded and transcribed verbatim, then coded. Analysis occurred in 2 steps: 1) codes were organized to identify emergent themes; then 2) the Social Ecological Model (SEM) was applied to interpret the findings.
Nineteen interviews (14 DDDs, 3 Vice-Chairs, and 2 Mentorship Facilitator) were completed. Analysis revealed three themes: (1) a culture of mentorship permeated the department as evidenced by rigorous mentorship processes, divisional mentorship innovations, and faculty that were keen to mentor; (2) barriers to the establishment of effective mentoring relationships existed at 3 levels: departmental, interpersonal (mentee-mentor relationships), and mentee; and (3) strengthening the culture of mentorship could entail scaling up pre-existing mentorship processes and promoting faculty engagement. Application of SEM highlighted critical program features and determined that two components of interventions (creating tools to measure mentorship outcomes and systems for mentor recognition) were potential enablers of success.
Establishing 'mentorship outcome measures' can incentivize and maintain relationships. By tangibly delineating departmental expectations for mentorship and creating systems that recognize mentors, these measures can contribute to a culture of mentorship.
有效的指导是学术成功的重要因素。鉴于领导力在培养指导方面的关键作用，本研究旨在探讨系领导对以下两个方面的看法：1）当前系指导流程；2）增强指导效果的指导计划的关键组成部分。
2021 年 4 月至 12 月期间，对多伦多大学 Temerty 医学院医学系的部门主任（DDD）、副主席和指导协调员采用半结构化指南进行了访谈。访谈进行了录音并逐字记录，然后进行了编码。分析分两步进行：1）对代码进行组织以确定出现的主题；2）应用社会生态模型（SEM）解释研究结果。
完成了 19 次访谈（14 位 DDD、3 位副主席和 2 位指导协调员）。分析显示出三个主题：1）指导文化渗透到该部门，体现在严格的指导流程、部门指导创新以及热衷于指导的教师；2）在部门、人际（导师-学员关系）和学员三个层面上存在建立有效指导关系的障碍；3）加强指导文化可以扩大现有的指导流程，并促进教师的参与。SEM 的应用突出了关键的计划特征，并确定了干预措施的两个组成部分（创建衡量指导成果的工具和导师认可系统）是成功的潜在促成因素。
建立“指导成果衡量标准”可以激励和维持关系。通过明确部门对指导的期望，并建立认可导师的系统，这些措施可以促进指导文化的发展。
