Five Relational Strategies for Mentoring Female Faculty: Insights from Relational Cultural Theory

Mentoring is a crucial element in the personal and professional development of individuals across various sectors, whether in academia, corporate environments, or public service. Effective mentoring provides a platform for individuals to gain guidance, build networks, and develop the necessary skills for advancement in their careers. However, mentoring women professionals poses unique challenges due to the gendered nature of many work environments. Women often face both overt and subtle biases that can hinder their career progression and personal growth.

Relational Cultural Theory (RCT) offers a framework that can transform traditional mentoring relationships into growth-fostering, mutually beneficial partnerships. RCT emphasizes the importance of connection, mutuality, and relational competence, which are critical components for effective mentoring relationships, especially when mentoring women. We explores five relational strategies that can be applied to mentoring women professionals, drawing from the insights of relational cultural theory as well as a wealth of research on gender dynamics in the workplace.

Regardless of the field, many professional environments are structured around norms and expectations that have traditionally favored men. This is often referred to as the gendered nature of workspaces. In these environments, women may find themselves navigating a landscape shaped by unconscious biases, stereotypes, and gender schemas – societal norms that influence perceptions of men and women’s abilities and roles in professional settings. According to Valian, these biases manifest in subtle ways, where women’s contributions may be undervalued and men’s overvalued. Over time, such biases accumulate and result in fewer opportunities for women to advance.

For instance, research by Elg and Jonnergård showed that female professionals in various fields often face limited career alternatives and lack the same formal and informal support networks as their male counterparts. Similar trends can be observed in other studies, which consistently find that women professionals experience organizational politics, gendered expectations, and work-life balance pressures differently than men.

Given these systemic challenges, mentoring becomes a vital tool for supporting women in their career trajectories. However, traditional mentoring models that focus solely on professional development without considering the relational aspects of work and life can fall short of addressing the unique needs of women. Relational Cultural Theory provides a relational approach to mentoring that recognizes the importance of connection, empathy, and mutual growth.

While historically separated by their scope and orientation, modern views on coaching and mentoring reveal significant overlap. Both practices share a common goal: helping individuals develop and grow, both personally and professionally. Key similarities include:

3. Active Listening and Questioning

Coaches and mentors use similar techniques such as active listening, reflective questioning, and providing feedback to help the individual explore their thoughts, feelings, and actions.

4. Facilitation of Learning

Both practices facilitate learning by encouraging self-reflection and helping the individual discover insights about themselves, their goals, and how to achieve them.

Despite their similarities, several distinctions between coaching and mentoring exist. These differences often lie in the duration of the relationship, the focus of the interaction, and the level of expertise required by the coach or mentor.

2. Emphasizing Mutuality in Mentoring Relationships

Mutuality, a key concept in RCT, refers to the idea that both parties in a relationship contribute to and benefit from the connection. Traditional mentoring models often focus on the mentor imparting wisdom and guidance to the mentee, with little expectation of reciprocal influence. However, relational mentoring emphasizes that both the mentor and the mentee can learn and grow from the relationship.

In professional settings, this concept of mutuality can be particularly important when mentoring women, as it encourages the development of a partnership rather than a one-sided relationship. For example, when working on a project or initiative together, the mentor can invite the mentee to contribute ideas and solutions, valuing her input as equally important. This approach not only fosters professional development but also builds the mentee’s confidence in her abilities.

Mutuality can also be applied to research collaborations, corporate projects, or creative endeavors. Instead of the mentor dictating the terms of the collaboration, both parties engage in co-creating a vision for the work. This model can lead to richer, more innovative outcomes as both individuals bring their unique perspectives and skills to the table.

4. Listening Into Voice

“Listening into voice” is a relational strategy that emphasizes the importance of creating space for individuals to speak and share their ideas. In many professional settings, women’s voices are often marginalized or silenced, either through overt exclusion or more subtle forms of dismissal. This can lead to a lack of confidence and reluctance to share one’s perspective in meetings, presentations, or collaborative projects.

Relational mentoring encourages mentors to actively listen and engage with their mentee’s voice, creating a dialogue that fosters self-expression and empowerment. This practice is not about simply providing a platform for the mentee to speak, but about engaging in a two-way conversation where both the mentor and mentee listen to and learn from one another.

For example, in a boardroom meeting, a mentor could support her mentee by encouraging her to share her ideas and ensuring that her contributions are acknowledged by others. By modeling active listening and creating opportunities for the mentee to be heard, the mentor helps her mentee build confidence in her voice and her place in the organization.

Listening into voice also has long-term benefits, as it helps mentees develop the skills and confidence needed to advocate for themselves in future professional settings.