Unlocking the potential of transformative mentoring in Africa

Mentoring has long been recognised as a valuable tool for individual growth and development. However, transformative mentoring goes beyond the individual level, aiming to address systemic issues and promote equitable research ecosystems, particularly for women and early-career researchers (ECRs) in Africa. 

The need for transformative mentoring in Africa

In this research note, Stephanie Nicole highlights the unique challenges faced by women and ECRs in the African research landscape. These include:

• Scarcity of Mentors: A shortage of experienced researchers, particularly women in senior positions, limits mentoring opportunities.
• Cultural Norms: Hierarchical structures and social norms can hinder open communication and discourage ECRs from taking initiative in mentoring relationships.
• Lack of Institutional Support: Mentoring is often not formally recognised or rewarded in research institutions, leading to a lack of dedicated time and resources for mentoring activities.
• Systemic Biases: Women researchers and ECRs face systemic biases that hinder their career progression and limit their access to opportunities.

These challenges highlight the need for transformative mentoring initiatives that address these systemic issues and create a more equitable research environment.

How funders can support transformative mentoring in local context

By taking these practical steps, funders can play a crucial role in supporting transformative mentoring initiatives that not only benefit individual researchers but also contribute to a more equitable and thriving research landscape in Africa:

1. Champion clear transformative goals: Funders should clearly articulate their commitment to supporting mentoring initiatives that go beyond individual growth and aim to create systemic change in the African research landscape. This can be achieved by:

• • Defining transformative objectives: Funders can outline clear objectives for both individual mentees and the broader research ecosystem. For instance, funders can explicitly state their interest in programmes that address gender bias in research institutions or promote the inclusion of ECRs in decision-making processes.
  • Prioritising systemic change:  Transformative mentoring seeks to address institutional and societal barriers, moving away from conventional mentoring that focuses solely on individual development. Funders can prioritise funding for initiatives that explicitly target these systemic challenges.

• • Promoting a bifocal approach: Funders can encourage programmes that adopt a “bifocal approach” to mentoring, simultaneously focusing on individual needs and broader organisational transformation. This means supporting initiatives that equip mentees with the skills they need to succeed while also empowering them to advocate for systemic change within their institutions.

2. Encourage context-responsive models: Funders should avoid a “one-size-fits-all” approach and encourage the development of mentoring models that are tailored to the specific cultural and institutional context of the African research landscape. This includes:

• • Supporting needs assessments: Funders should encourage grantees to conduct thorough needs assessments before designing their mentoring programmes. These assessments help identify existing resources, potential gaps, barriers, enablers, and the capacity of local partners to implement the programme effectively.
  • Trusting local expertise: Funders should trust local grantee-partners to develop and lead mentoring programmes that are responsive to their specific context. This approach ensures ownership, sustainability, and a deeper understanding of local needs.
  • Considering diverse models:  Funders should be open to supporting different mentoring models, including combinations that can create more effective and transformative programmes tailored to the specific context. This flexibility allows for tailoring initiatives to specific contexts and desired outcomes.

3. Provide diverse streams of support: Funders should go beyond financial support and offer non-financial assistance that strengthens mentoring initiatives and contributes to their long-term sustainability. This could include:

• • Connecting grantees to networks: Introduce grantee-partners to other funder networks to attract additional or long-term funding.
  • Facilitating sollaboration: Connect grantee-partners with each other to foster co-learning and knowledge sharing, building a stronger community of practice around mentoring.
  • Promoting programmes: Actively promote successful mentoring programmes to raise their visibility and encourage wider adoption.

4. Foster openness and transparency: Funders should create a culture of open communication and transparency with their grantee-partners. This can be facilitated by:

• • Simplifying grant processes: Make grant application and reporting procedures as straightforward as possible.
  • Encouraging dialogue: Facilitate discussions with programme officers to explore ideas and address any concerns.
  • Being transparent: Be upfront about the scope of financial and non-financial support offered and the level of flexibility within funding arrangements.
  • Embracing a “trial and error” approach: Encourage a culture of learning from experience and adapting programmes based on challenges and successes.

5. Build a community of collaborators: Funders can play a key role in supporting the development of a collaborative community that champions transformative mentoring. This includes:

• • Recognising the importance of relationships: Encourage grantee-partners to consider the centrality of relationship-building to programme success and support them in establishing strong connections.
  • Encouraging male allyship: Promote the inclusion of male allies, particularly senior male researchers, to distribute the mentoring burden and challenge cultural norms that may hinder women’s and ECRs’ progress.
  • Providing resources for collaboration: Consider providing supplementary financial support to facilitate collaborative efforts and relationship building.
    
• 6. Embracing a long-term vision: Funders should approach transformative mentoring with a long-term perspective, understanding that achieving meaningful change takes time and sustained effort. This involves:

• • Supporting long-term evaluation: Encourage the development of evaluation strategies that focus on long-term impacts and allow for continuous learning and programme adaptation.
  • Engaging in ongoing dialogue: Facilitate continuous discussions with grantee-partners to refine objectives, measure success, explore scalability, and assess the programme’s spheres of influence.
  • Understanding contextual challenges: Recognise that different African countries face unique challenges. Be prepared to support initiatives that address these specific needs and are flexible in their approach.

Guiding questions for implementation

By addressing these considerations and engaging in open dialogue, funders and implementing organisations can unlock the potential of transformative mentoring to create a more equitable and thriving research ecosystem in Africa.

Read this research note to explore a set of guiding questions to facilitate the design and implementation of transformative mentoring initiatives. These questions encourage organisations to reflect on their current mentoring practices, assess their objectives, and consider the needs of both mentors and mentees.