MENTORING LATINA LEADERS: ESTABLISHING AND NOURISHING A POSITIVE

MENTORING RELATIONSHIP

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A Master’s Project

Presented to the Faculty in Communication and Leadership Studies

School of Professional Studies

Gonzaga University

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Under the Supervision of Dr. Carolyn Cunningham

Under the Mentorship of Dr. Pavel Shlossberg

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In Partial Fulfillment

Of the Requirements for the Degree

Master of Arts in Communication and Leadership Studies

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By

Jacqueline Resendez

December 2014

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ABSTRACT

Helping someone maximizes the interaction that takes place between individuals because

it provides a purpose for communication. The unique experience of exchanging information and

support also results in the gratification of being able to impact another person’s life. Mentoring

relationships support Buber’s I-Thou relationship of respectfully helping others when the

opportunity exists. The cost and benefits shared while learning from each other also expand on

Homans’ (1961) social exchange theory that suggests that the purpose behind human behavior is

based from the exchange between each other. With more motivation to engage in a collaborative

relationship, aspiring leaders have advanced personally and professionally from the result of a

relationship with a mentor. This project strives to bring awareness of the need to develop Latina

leaders through the support of a mentoring relationship. After expanding from the applied

research, this project engages the use of computer mediated communication (CMC) to educate

and inspire future Latina leaders to be involved in a mentoring relationship to increase their

presence in top leadership roles.

Project website:

Mentoring Latina Leaders: Establishing and nourishing a positive mentoring relationship

www.jresende1.wix.com/mentoringlatinas

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MENTORING LATINA LEADERS: Establishing and Nourishing a Positive Mentoring

Relationship

TABLE OF CONTENTS

Abstract 3 CHAPTER 1: INTRODUCTION 5 Statement of Problem 5

The Goal 6 Importance of the Study 7

Definitions of Terms Used 8 Organization of Remaining Chapters 9

CHAPTER 2: REVIEW OF LITERATURE 11 Philosophical and Ethical Assumptions 11

Theoretical Basis 13 Literature Review 15 Project Goals 24

Research Questions 25

CHAPTER 3: SCOPE AND METHODOLOGY 26 Scope of the Study 26 Methodology of the Study 27

Limitations of the Study 31 CHAPTER 4: THE PROJECT 32

Project Description 32 The Project 33

CHAPTER 5: SUMMARIES AND CONCLUSIONS 50 Limitations of the Project 51

Recommendations for Further Study 52 Conclusions 53

REFERENCES 56

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CHAPTER 1: INTRODUCTION

My mom has been the most influential, inspirational, and motivational leader that has

opened up my eyes to all the help that is needed and how important it is to share knowledge with

others to foster continuous development. With a family commitment to serving others, it was

routine for us to spend long days helping the community. There has been an understanding that

this is what we do; we help others and we keep moving forward. As I grow, my appreciation for

this exposure has increased because I realized how my support and dedication can help expand

this way of life to others in a mentorship cycle. The partnership in a mentoring relationship helps

improve personal and professional development through the exchange of information and

support. As a role model for the Latina leaders in Southern California, my mom Irma Resendez

has mentored over 50 Latino leaders and I hope to extend her legacy and inspire more Latinas to

be involved in a mentoring relationship.

Statement of the Problem

The Latina/o population is quickly growing as the largest minority group in the United

States, but unfortunately there are just small increases with the development and presence of

Latina/o leaders. Female Latina leaders are even less visible in top leadership roles. Although

there are various mentoring programs available from organizations, without proper

communication to help increase the awareness of such resources and also guidance about how to

get involved, aspiring leaders could still encounter developmental barriers. Even after learning

what is available and how to participate, it is important to understand how to establish and

maintain a positive mentoring relationship so the learning and support continues to flow over

time.

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The Goal

People say, relationships are everything. It’s who you know. The goal of the project is not

to just get Latina leaders to have a collection of friends, but to effectively connect leaders

together who can help each other and increase their presence in top roles. It is not all about

numbers and having a majority, but with more Latina leaders in top positions, there will be more

a different focus and understanding regarding social and organizational issues that could

potentially gain improvement. With a better knowledge of how to nourish and maintain positive

mentoring relationships, Latina leaders can apply such effective communication skills to

maximize their presence in their community.

With a variety of views on the purposes behind human behavior, it can been understood

that there are multiple layers when involved in a mentoring relationship. This project examines

how the beneficence duty from William David Ross (1930) of helping others when we can is

connected with the social exchange theory, which suggests that with each interaction there is an

exchange of cost and benefits (Homans, 1961) when there is an exchange of information

dedicated toward progression. Latina/o leadership styles also need to be considered to understand

the reasons behind the focus on the familia and collaborative communication.

A product from this study is a website that is open to the public with hopes of increasing

the awareness of resources available to develop Latina leaders. It also suggests how participants

can keep their mentoring relationships alive through effective communication and relationship

building. The interactive website will connect the research and motivate learners to apply it in

their role and expand the cycle of mentoring. Stories from experienced Latina mentors are also

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highlighted to help expand on their experiences regarding the cost and benefits of their

involvement.

Those that learn from this website will benefit from gaining an expanded network of

resources and information with suggestions how these can be applied to further their success.

The use of computer-mediated communication helps promote this topic faster to a wider

audience and can be updated with current issues that relate to the trends and focus of the time.

With more exposure to Latina leaders success stories, there is opportunity for us to grow and also

impact another person’s life as a mentor.

Importance of the study

Leaders have the opportunity to lend a helping hand and develop the future leaders of

the community by being mentors. Some mentors have shared, “I mentor when I see someone I

want to grow” (Sandberg, 2013, p.74). Helping others is a choice and it can positively impact

someone’s life, promoting progress and development. This project demonstrates the

philosophical assumption of what drives humans to help others through the beneficence duty

explained by W. D. Ross (Ross, 1930) and the relationships people develop while engaging in

dialogue which can generate what Martin Buber would call the I-Thou relationship (Buber,

1923/1937). The theoretical basis for this study relates to cost and benefits of the communication

between two people called the social exchange theory (Homans, 1961).

This project also highlights how previous research has demonstrated the value of helping

others in an organizational setting through mentoring programs (Hunt, 1983). Today’s current

focus on the value of information confirms the importance of communication and sharing

knowledge within another. As expressed in Salsa, Soul, and Spirit, “collaborative leadership has

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evolved as our economy has changed from an industrial base to one driven by information, mass

communications, technology, innovation, and the service industry” (Bordas, p. 80, 2012). The

demand for information is high and people are constantly searching for answers. Through

various search engines, we can find information about almost anything. Even today, there are

mentoring programs online, but it is not certain if everyone knows they exist or how to learn

from them.

Access to electronic information about mentoring programs can help educate women and

Latina leaders how to be involved in a mentoring relationship and advance their careers. Latina/o

collaborative leadership and involvement in mentoring programs serves as the rationale for

completing this project because there is opportunity to develop more Latina leaders specifically

in public service organizations. The goals listed for this project are dedicated to expanding the

exchange of information and communication by helping others through the involvement of a

mentoring program to improve the success of future Latina leaders.

Definitions of Terms Used

CMC: Computer Mediated Communication is a process of human communication via

computers, involving people, situated in particular contexts, engaging in a processes to

shape media for a variety of purposes (Thurlow, Tomic, & Lengel, 2004).

FtF: Fact to face communication takes place in person between two or more individuals.

Latinos: There is no legal definition of what it means to be Latino. Latinos have only

been a recognized group since the 1980 U.S. Census. Latinos have a collective identity

based on shared history, worldview, and common values (Bordas, 2012).

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Mentor: A mentor has been described as one of a network of developers who provides

instrumental, psychosocial, and/or role modeling support on an ongoing basis to a protégé

(Ensher, Heun, & Blanchard, 2003 p. 267).

Mentoring: Mentoring has been defined as a dyadic relationship in which a mentor, a

senior age or experience, provided guidance and support to the less experienced person,

the protégé (Hunt, 1983).

Social exchange theory (SET): Theory that suggests that the purpose behind human

behavior is based on the costs and benefits viewed from the exchange between each other

(Homans, 1961).

Organization of Remaining Chapters

This project is organized into 5 chapters. Each chapter expands on additional research

and also connects the reasoning behind the overall importance of this project. The project is

divided into the following.

Chapter 1: The introduction to the importance of this study. Background information about the

researchers is shared to provide an understanding of the importance of mentoring programs.

Additional content is introduced about the connection between the how we communicate impacts

the outcome of a mentoring relationship.

Chapter 2: A review of the literature and philosophical assumptions. This chapter expands on

previous literature about equal and respectful relationships and the connection between the

exchange of information that is shared. It will also narrow down to gender and culture impacts of

being in a mentoring relationship.

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Chapter 3: The scope and methodology of the study. This chapter will define the scope and

explain how the project is supported from the philosophical and theoretical basis.

Chapter 4: The introduction and presentation of the project. This chapter will showcase the 6

web pages that were created to expand on the research and promote the importance of mentoring

Latina leaders to increase their presence in key roles in their community and organization.

Chapter 5: Summary of the findings. This chapter highlights key learning and also limitations

experienced when completing this project. There will also be recommendations for further study

and application.

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CHAPTER 2: REVIEW OF THE LITERATURE

Philosophical and Ethical Assumptions

Martin Buber defines dialogue as a synonym for ethical communication (Buber,

1923/1937), and how relationships between people should be equal and respectful. In an I-Thou

relationship, the intentions are to “treat him or her as a valued end rather than as a means to our

own end” and this can only be achieved through dialogue (Buber, 1923/1937). The I-Thou

relationship is an important construct for this research because the exchange of open and honest

communication is important to fostering a strong relationship between a mentor and mentee

(Hammer, 2013). Buber (1923/1937) shared that “the stronger the response, the more strongly

does it bind up the Thou and banish it to be an object” (p. 39). This relates to participants in a

mentoring program because the higher amounts of shared communication helps value the

individual contribution to the organization instead of objectifying their presence.

Buber also recognized the benefits of dialogue leading to the confirmation of, and

vulnerability with, the other persons. Constant dialogue and acknowledgement creates a

relationship that values the person and strengthens the relationship. The interactive two-way

experience of speaking to someone allows all to participate in the relationship where “they can

choose to listen and engage in a way that will help others to effectively express and clarify their

ideas” (Hammer, 2013, p. 11). The dialogue is reciprocal and expressed in a mentorship

interaction because close relationships emerge from a foundation of respectful communication

intended to help one another.

The concept of beneficence duty of helping others when we can (Ross, 1930), as

formulated by William David Ross, poses a question of what motivates the choice of acting on

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one’s urge to help someone. One of Ross’s seven fundamental prima facie duties is the

beneficence duty, meaning we should be kind to others and to try to improve their health,

wisdom, security, happiness, and well-being (Ross, 1930). The interactions of helping someone

can evolve into lasting relationships dedicated to their overall success including happiness.

Wisdom can also be cultivated through the exchange of information while communicating with a

mentor.

The beneficence of helping others while communicating through an I-Thou relationship

is important in mentoring programs because participants should strive towards building a strong

relationship where information and guidance is collectively shared, thus promoting the success

of the mentoring relationship. A mentoring relationship supports this vision of ethical

communication because of the exchange of intentions to help each other. The interactions

between mentoring leaders are crucial in promoting personal learning and development and can

even influence the outcome of career opportunities (Gong, Chen, & Lee, 2014). In addition, this

relationship can contribute to the growth and life of mentee and mentor through the foundation

of connection and collaboration (Hammer, Trepal, & Speedlin, 2012). As demonstrated,

communication is necessary for building relationships and for mentoring programs to thrive.

Furthermore, the involvement of Latina/o leaders in mentoring programs are viewed as

significant to developing future Latina/o leaders because of how the communication styles

involved within the culture mirror the I-Thou relationship. Latina/o communication is unique

because it is collaborative and open with the intention of welcoming others as if they were family

(Bordas, 2012). Such community building promotes the collaborative discussion of ideas and

solutions for problems intended to help improve development.

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Theoretical Basis

Social Exchange Theory

It takes two people to communicate and the mutual participation could result in a

transaction of helping each other. As mentoring programs rely on the exchange of

communication, it is important to discuss theories behind the reasons of sharing information. In

relation to Buber’s justification of helping others, the social exchange theory expands on the

behaviors associated with the interactions. Homans (1961) introduced the theory in 1958

suggesting that the purpose behind human behavior is based on the costs and benefits viewed

from the exchange between each other.

Interdependent interactions that generate the exchange of communication and resources

are based on each participant’s commitment in the relationship. All members involved must

compromise and fully understand their commitments or “rules” of the exchange. One rule for

mentor includes being a trusted resource or guide, in exchange for the mentee to be comfortable

in expressing their vulnerability (Hunt, 1983). Dedicated involvement from both members would

result in a higher exchange of communication and rewards including wisdom.

When the rewards are greater, people tend to stay in the relationship longer. In

organizational settings, the exchange of resources can be defined as economic outcomes

addressing financial needs and socio-emotional outcomes addressing social and esteem needs

(Cropanzano & Mitchell, 2005). Research confirms that, “because individuals return the benefits

they receive, they are likely to match goodwill and helpfulness toward the party with whom they

have a social exchange relationship” (Cropanzano & Mitchell, 2005, p. 883). The short-term

rewards would include increase of knowledge and personal value while the long term rewards

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would increase organizational success and future development for others through the cycle of

mentoring aspiring leaders.

Transformational Leadership

The relationship between a mentor and her mentee can evolve based on the interpersonal

communication that creates respect, trust, and compassion for each other’s success. Webb

(2007) studied the effect of the leader behaviors and how they can influence the follower’s

performance through the leadership style incorporated in the relationship. For example, a recent

study of the impacts of leader styles is examined from 223 leaders from Christian colleges and

universities who measured transformational, transactional, and laissez-faire leadership. The study

demonstrated how transformational leaders motivate efforts from followers towards higher levels

of personal expectation and individual commitment (Webb, 2007).

Transformational leadership has been viewed most effective because it promotes

trustworthy relationships that lead to loyalty (Bass, 1996; Burns, 1978) and motivation to exceed

expectations. Mentors that lead with such qualities inspire others to increase their awareness of

the potential development opportunities to improve their performance and also improve the

organization. Success is fulfilling and transformational leaders can help motivate others to

maximize their potential and quality of life which could also result in them paying it forward for

another future leader. Transformational leadership helps promote and support mentoring

programs because it encourages followers to move beyond their interest for the sake of others

and the organization and overall development (Webb, 2007). With a focus on the team success

leaders could help encourage the involvement in mentoring programs.

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In relation to the social outcome, a positive exchange of communication between a

mentor and mentee can expand their relationship and continued collaboration to move forward.

Based on the perceived benefit of the cost of the interaction, the relationship between both

participants can evolve into a commitment towards personal and professional development

(Kelly & Thibaut, 1978). In connection with the social exchange theory, the benefit for the

mentor is the personal gratification of developing a future leader, while the benefit for the

mentee is the opportunity to improve and make significant personal and professional progress.

Individual perceptions dedicated towards collective benefits and costs of the social exchange

theory are also similar to one’s identification and membership within Latino/a community which

will be discussed later in the chapter.

Literature Review

The Benefits of Mentoring Programs

Although mentorship is not a new concept, it has evolved and proven successful for

developing future talent (Hunt, 1983) and personal competence, while providing positive

outcomes for both. The mentees would develop a sense of personal identity and the mentors

would achieve a sense of purpose (Allen, 2006). Mentoring has been defined as a dyadic

relationship in which a mentor, of senior age or experience, provided guidance and support to the

less experienced person, the protégé (Hunt, 1983). Mentoring programs also help organize

internal and organizational growth in addition to building a community of leaders and a support

system. Leadership programs that encourage mentorship help promote the act of desiring to do

good by helping others for collective development instead of personal improvement. The

interactions between mentors and mentees evolve through the understanding that communication

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is key to helping each other. Each participant’s knowledge can get transferred to the other

participant through teaching and storytelling. The exchange of information presents costs and

benefits for both but ultimately strives for leadership development.

Mentoring for Women in a Public Service Organization

Mentorship can help women achieve guidance while trying to advance in their career

and/or improve their organization and community. By offering assistance, mentors can help

leaders balance their life while also developing personally and professionally. The mentor

relationship is committed toward mutual support, “by building a sense of connection and

collaboration, the mentor helps to confront possible feelings of isolation and fear” (Hammer,

2013, p. 12). It has been recognized that most women leaders have endured obstacles to make it

to the top. Sheryl Sandberg’s Lean In (2013) brings awareness that although women have

advanced with educational achievement, there are many gaps between the amount of women in

top leadership positions in America. Sandberg’s recent research showed that about 14% of

executive officer positions and 18% of our congressional officials are women. Women of color

have even a smaller presence with only 4% in top corporate jobs, 3% in board seats, and 5% in

congressional seats (Sandberg, 2013).

Sandberg discovered that in a 2011 McKinsey report, “men are promoted based on

potential, while women are promoted based on past accomplishments” (p. 17), which shows that

there is more work involved for women to advance professionally. In addition to social barriers

and sexual harassment, women also tend to have internal barriers that prevent themselves from

speaking up and leaning into new opportunities. One way to decrease the amount of sexism and

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barriers women leaders face would be to increase the amount of women in power so that there is

a wider audience to help the women leader gain success.

It is agreed that mentorship is crucial for career progression (Sandberg, 2013) but it may

not be as easy for women to acquire and maintain a mentoring relationship. Women tend to look

for permission and acceptance while men look tend to look for progression and partnership

(Sandberg, 2013). Sandberg’s theory on how to achieve a mentor is not by asking but by

demonstrating high performance. Leaders will want to help those that have the highest potential

because the relationship should be reciprocal where everyone wins. Sandberg (2013) also

highlighted that mentoring relationships should develop naturally where both are eager to find

solutions to specific problems instead of just acting as a venting session. Understanding effective

ways to communicate desired goals for the mentoring relationship helps women maximize their

involvement so they respect and value each other’s time and wisdom.

Latina/o Leadership & Communication Relationship to Mentoring Programs

Latinos’ communication styles can be linked to Buber’s I-Thou relationships through

community building and collaborative leadership. Bordas (2012) explains how having “a we

identity promotes a collective and people-centered leadership that exposes the well-being of

people as a whole, not just individuals” (p.44). Communicating for the interest of others

demonstrates the desire to help and develop another. The relationships between a Latina/o leader

mentor would result in the benefits of maximizing their personal involvement in helping others

through community and organizational development. The culture of helping others mirrors the

characteristics of transformational leadership because mentors that apply transformational

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leadership can motivate others to see beyond their self-interest to the well-being of the

community (Belle 2014).

Bordas’s (2012) “10 Latino leadership Principles” highlight that leading many is part of

community organizing, coalition-building, and advocacy leadership that will ultimately build

networks and build people’s faith that they can take action. Latina/os demonstrate significant

qualities of a mentor through their view on creating a collective culture where the familia and

communidad (community) take precedence over the individual. Motivational encouragements of

“Si se puede,” expressing attitudes of social activism will help drive protégés towards

accomplishments, advancing them as future Latina/o leaders. The Latina/o legacy continues

when the learned leadership styles are passed down through generations and also through

mentoring relationships from collaborative communication.

There are speculations that by 2030, Latinos will be one-third of our nation’s people

(Bordas, 2012). Through the continued use of mentoring programs, Latina/o leaders can nurture

other leaders and build community capacity. The guidance and education Latina leaders gain

from such programs could help expand their comfort level for leaning in and moving forward.

With dedication to helping others, the amount of Latina/o leaders will increase through collective

and culturally based leadership. Most involved in a mentoring relationship share their examples

with others to increase the awareness of the benefits associated with the dedication of helping

another.

Latina/o Cultural Differences

In, the Power of Latino Leadership, Juana Bordas (2013) answers the questions defining

Latina/o educational leadership. The leadership style is viewed as educational because of the

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dedication towards helping others through the sharing of knowledge. Continuous efforts to teach

and develop others are significant qualities to have as a mentor. The language of service and

leadership work within the Latina/o community often has a collective and community aspect and

can be compared to other cultures as differences. “Mi casa es su casa encourages generosity and

sharing” (Bordas, 2013) which also centers Latina/o leadership as service and caring for others.

Latina/os are a culture and an ethnic group not a race. This focus on a WE culture

demonstrates the cyclical reciprocity meaning that “people are continually giving to one another”

(Bordas, p. 60, 2012). Furthermore, Latina/o mentor’s dedication to redistributing knowledge to

develop others and empower people would also help increase the success of their development.

Key findings prove that such leadership does make a positive difference in organizations but it

also requires dedication and commitment from all participants.

Developing Latina Leaders

Mentoring programs help foster a community of leaders and build the critical mass

needed to create positive social change. Particular issues that are relevant to Latina women are

centered on family and healthcare. Through the sharing of information and resources, Latina

leaders can help educate women and families about beneficial services available in the

community. With consistent, dedicated hard work Latina mentors can help increase the presence

of leaders in the community that share resources that can help improves lives.

During a 20 year impact study, the National Hispana Leadership Institute (NHLI) shared

how leadership programs; including mentorships, led to transformations of Latina leaders and

communities. NHLI has impacted Latina alumae across the country contributing to community

development and advancement of Hispanic females through mentoring, leadership projects,

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networking and conferences (NHLI, 2007). The data collected from self-report surveys

demonstrate the following:

Over three-fourths (80%) of executive program graduates and 65% of Latinas

Learning to Lead (LLL) graduates credit NHLI with helping to “change my life

for the better.”

Almost three-fourths (73%) of executive graduates have mentored four or more

Latinas, and two-thirds (66%) of LLL graduates have mentored two or more

Latinas

The total number of Latinas that have been directly reached by alumnae through

one-one-one mentoring now exceeds 5,000.

The involvement in a Latina leadership development program like NHLI has shown great

increase of Latina empowerment to become an entrepreneur, found a community nonprofit, and

also be a dedicated mentor for the Latina community (NHLI, 2007). It was expressed that,

“mentoring is the way we can become the other’s best example of success.” Accordingly, this

study is an example of how these leaders incorporate the mentoring process as a core part of their

lives (NHLI, 2007). This 20-year impact study is an example of how Latina mentoring programs

can help develop their personal and professional lives while also improving the community.

These leader graduates have demonstrated progress in advancing their career and education

while paying it forward as role models for developing Latina leaders. This research proves that

when women, most specifically Latina leaders are exposed to opportunities and guidance, they

are able to succeed faster than those who were not invited to grow through a mentor program.

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Computer Mediated Communication and Future of Mentoring Programs

In this growing culture with immediate access to technology, it is reassuring to know that

mentoring programs can be accomplished through the use of computer mediated communication

(CMC). New communication technologies have allowed us to engage in conversation, build an

online community, and educate others about current experiences (Thrulow, Lengel, & Tomic,

2004). CMC would be beneficial to help improve Latina Leaders’ participation in mentoring

programs, educate them how to be a mentor and also where to gain additional resources. The

inclusion of CMC has expanded the definition and aims of mentoring as it connects a larger

network together over a shorter timeframe. Overall the general understanding of a mentor is "one

of a network of developers who provides instrumental, psychosocial, and/or role modeling

support on an ongoing basis to a protégé" (Ensher, Heun, & Blanchard, 2003 p. 267). With

access to mentors online (e.g. email), the support can be received on an ongoing basis, keeping

the relationship flowing.

Ensher, Heun, and Blanchard have narrowed the gap of online mentoring and CMC during

their 2003 study and have inspired additional research based on the opportunities and challenges

found. The network of media found on the internet can immediately connect mentors to aspiring

leaders via chat rooms, interactive websites, virtual organizations and mailing lists (Ensher,

Heun, & Blanchard, 2003). Online mentoring programs have advanced over the past 10 years in

relation to the increasing support from organizations and interest of scholars and business

leaders. This research has identified opportunities that suggesst how the internet can provide a

context for mentoring

Relationships could vary by diversity and gender but online mentoring programs help

unite a larger group outside of the formal or physical organizational network. Informal mentoring

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relationships that have frequent contact tend to achieve higher results (Ensher, Heun, &

Blanchard, 2003) and the immediacy of CMC potentially allows the relationship to communicate

faster than FtF interactions.

Although there are many positive outcomes from CMC mentoring programs there are

multiple opportunities to consider. In comparison to faster opportunities to communicate, there

are personal delays that could discourage others for reaching out and using these tools. For

example, due to a focus on CMC, there will be less time and development dedicated towards FtF

communication, CMC could potentially lead to miscommunication because non-verbal cues are

lacking, there is a higher dependence on written communication and technical skills,

confidentiality issues could arise and of course you cannot forget technology malfunctions

(Ensher, Heun, & Blanchard, 2003). As misinterpretation can lead to miscommunication, one

may view CMC as challenging. However, with the growing penetration of social media there are

more opportunities to quickly be exposed to a greater network of assistance to quickly generate

movement towards a mentoring relationship.

Research Rationale

Public service organizations including non-profits that promote community activism

benefit most from mentoring programs because the leaders can apply the same interpersonal

relationship to improve the community while also developing a future leader who will support

such efforts. Latina/o mentors can help increase the presence and demographics of Latina/o

leaders that focus on community building and commitment to advocate for the common welfare.

In support of Bordas, developing Latinos as future leaders in their community help recognize

their lifelong commitment to community progress. Based on the current research, it is apparent

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that additional work is needed to communicate the importance of mentoring Latina leaders and

the necessary steps needed to achieve success for both participants.

The exchange that occurs in the mentoring relationship is what keeps the learning

flowing and evolving. A mentorship is not unidirectional. It is a collaboration of sharing

knowledge and experiences. A good mentoring relationship keeps the interaction alive. Instead

of just listing instructions about how to develop, a mentor offers guidance to understanding why

positive leadership is important. It is important to understand that even though having mentor is

beneficial for the mentee to improve, there are also benefits for the mentor to showcase their

talents and achieve personal satisfaction of helping others.

Social exchange theory agrees that the social exchange involves a series of interactions

that generate obligations, and these interdependent transactions have the potential to generate

high-quality relationships. The project will showcase the obligations and rewards gained from

being involved in a mentoring relationship. For example, much time and patience is needed to

actively foster a beneficial relationship that would result in gaining support and guidance

towards being a better leader.

This website will expand on the social exchange theory and highlight the dynamics

between the interpersonal communication of a mentor and mentee and how the commitment to

help each other will result in greater service for their community. By understanding the cost and

benefits that is supported from the social exchange theory, new participants in a mentoring

relationship will understand their full commitments and actively share what help is needed and

also how they can help each other. This project will seek to achieve the following goals:

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GOAL 1: This project will strive to educate others about the costs and benefits of being

involved in a mentorship and how important it is to build a good relationship with all

participants.

GOAL 2: Online learners will be connected to various webpages that highlight top Latina

leaders, and also mentoring programs currently available to the Latinas.

GOAL 3: The website will present online resources that provide an understanding about

Latina/o communication and how their leadership styles impact their contribution in the

mentoring relationship based on the exchange of information.

GOAL 4: Through the application of computer-mediated communication, Latina leaders

will have a greater understanding of how to be successful in a positive mentoring relationship

and can inspire a larger network to participate, increasing the overall presence of Latina leaders

in top leadership roles.

Through the completion of this project and creation of a website, this study can stay

current through the sharing of electronic media and welcome others to share their stories through

an internet blog. The site would promote a CMC-supplemental relationship that would first

encourage others to be involved and offer guidance towards necessary steps needed to continue

the relationship FtF. The online media would include motivational quotes and stories about what

has been learned from mentoring programs and feedback from current Latina leaders. Based on

the research findings, this project will expand on the qualities of a mentor aimed at interested

Latina professionals who want to be mentored and also those that want to be a mentor for others

in their organization.

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The purpose of this project is to connect learners to a larger network of resources that can

be applied when establishing and nourishing a mentoring relationship. This project will also

strive to motivate more development of Latina leaders.

The following research question is advanced:

How can the use of CMC educate and inspire Latinas to be involved in a

mentoring relationship to increase their presence in top leadership roles?

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CHAPTER 3: SCOPE AND METHODOLOGY

The Scope of the Project

Based on current research, it is identified that there is an opportunity to increase the

percentage of Latinas working in high level leadership positions. Mentoring programs can help

develop leaders and have been proven successful for career and personal advancement (Hunt,

1983). These relationships help develop collective leadership with mutual respect and

partnerships focused on a better future (Bordas, 2012). As it is well recognized that mentoring

programs help promote growth, the participation from the mentor and mentee could determine

the quality of the outcome. With a clear understanding of how to effectively communicate and

nourish a mentoring relationship, Latina leaders will be able to maximize their ability to achieve

and increase their percentage in top leadership roles.

The scope of this project is narrow and focuses on Latina communication styles and the

best practices shared to maintain and maximize the outcome of being involved in a mentoring

relationship. Feedback about prior experiences will be shared from current Latina leaders in

Southern California through an interactive website. The result of the presentation of visuals and

educational guides would be to motivate future Latina leaders and other online visitors to

continue the legacy of mentoring and helping others. As this project is dedicated towards the

development of Latina leaders, there will not be any experiences shared from males or leaders

from another culture. The content will promote the use computer mediated communication to

expand knowledge about collaborative leadership when developing mentors. Although the entire

project will be showcased online, there will be encouragement to apply the learnings in person

with their mentor in their organization.

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Methodology of the Project

The project attempts “to impart new knowledge to others through description and

explanation” (Rubin, et al., 2010, p.13) of the applied research of Latina leader’s involvement in

mentoring programs. The focus is dedicated towards the audience of interested Latina leaders

looking for information about how to be involved and successful in a mentoring relationship.

Unique Latina/o communication styles are dedicated towards collaboration and inclusiveness

embracing the unity of a familia (Bordas, 2012). Latina leaders who are involved in mentoring

relationships, develop through the collaborative support and exchange of the information.

The initial goal was to interview as many Latina leaders available but as time as

additional research passed, it was challenging to coordinate meetings. Close friends and peers

assisted with providing a background of their involvement in mentoring relationships. The

purpose for interviewing was to gain additional feedback and to learn about current interactions

that expanded my knowledge from all the research found online. There was a total of 4

individuals that assisted with insight but the most concrete data was shared by the person that

had the most experience in a mentoring relationship: my mother, Irma Resendez. She has

graduated from Hispanic leadership development programs and also has developed into a

dependable mentor for multiple Latinas who have been involved with internship programs with

the nonprofit Familia Unida Living with Multiple Sclerosis, which was founded by Irma

Resendez in 1998.

It is important to understand the dynamics that make up a good mentoring relationship to

maximize the time resulting in lifetime benefits with dependable support. Latino/a

communication styles support the social exchange theory based on the focus of serving others

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and sharing knowledge. Relationships develop over time into trusting, loyal, and mutual

commitments. The exchange of resources expands on the social exchange theory that improve

economic and socio-emotional outcomes (Cropanzano & Mitchell, 2005, p. 881). To further

understand the benefits of helping each other, multiple Latina leaders were asked what has

worked best for them. Each leader has a different role in a different organization but all have

shared the common goal of mentoring others to improve development for each participant and

also emotional growth through this process of helping someone.

Although the intended audience is ambitious Latina leaders who are looking to advance

personally and professionally, the information is not limited to this group as it will be open to the

public and beneficial to anyone interested in learning about mentoring programs. This project

will consist of a series of educational guides showcased on a free public website. These guides

will include textual content accompanied by graphics and also storytelling visuals that will share

best practices for maintaining a productive mentoring relationship. The focus of the electronic

learning site would be to educate and motivate interested Latina leaders to be involved in a

mentoring program to help further the development of others. Although the initial learning

comes from the website, this project will encourage visitors to move forward through face to face

communication with their mentor in their organization using the learning guides posted online.

With an understanding of the costs and benefits from the involvement in a mentoring

relationship, Latina leaders will have a jump start towards better results because they will be able

to clarify their focus and to maximize the effective use of their time. As this project is rooted in

the social exchange theory, all participants must understand their role in sharing and receiving

information for the intended goal of development for all participants. It is reassuring to learn

29

what makes a good mentoring relationship and also know what is expected. Hearing success

stories also help motivate more people to be involved and share the benefits with others.

Project Description

This project aims to answer the question of how to increase the amount of Latina leaders

through education about mentoring programs and effective communication to maintain good

relationships. Through the use of CMC, learners will be connected with resources and best

practices shared from research and current Latina leaders. The information is accompanied by

examples and is user friendly so all visitors are quickly informed about benefits and also how

approaches can be applied in their organization.

Approach and Design

This interactive website will be colorful and inviting with the intension of welcoming the

visitor and promoting engagement to advance their knowledge about mentoring. The concept of

this project is a combination of the research found discussed in chapter 2 and also the use of

current tools available through electronic learning and computer-mediated communication. The

visuals would help learners connect with real leaders and understand the importance of

developing Latina leaders in their community.

Expected Benefits

This project is intended to fulfill the goals listed in chapter 2 with a focus on educating

others how to have a good mentoring relationship, potentially leading to an increase in the

presence of Latina leaders in high level leadership positions.

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GOAL 1: This project will strive to educate others about the costs and benefits of

being involved in a mentorship and how important it is to build a good relationship with

all participants.

GOAL 2: Online learners will be connected to various webpages that highlight

top Latina leaders, and also mentoring programs currently available to the Latinas.

GOAL 3: The website will present online resources that provide an understanding

about Latina/o communication and how their leadership styles impact their contribution

in the mentoring relationship based on the exchange of information.

GOAL 4: Through the application of computer-mediated communication, Latina

leaders will have a greater understanding of how to be successful in a positive mentoring

relationship and can inspire a larger network to participate, increasing the overall

presence of Latina leaders in top leadership roles.

In addition, the following research question is advanced:

How can the use of CMC educate and inspire Latinas to be involved in a

mentoring relationship to increase their presence in top leadership roles?

Ethical Considerations

This project will expand on the information that has been rooted in the research already

presented. The applied research would be true to the sources and stories shared from those

interviewed giving informed consent. The responses from the questions would be linked to the

findings from the literature review presented in chapter 2. Personal examples and stories will

also be shared from the researcher in the blog section with hopes of motivating others to expand

on their experiences in a mentoring relationship.

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Limitations and Reliability

Based on the timeframe given to complete this project, the research and stories shared are

limited but dedicated to the goals listed. Although this project is available on a free website,

there are still limitations based on the awareness that this website exists and the possibility of

learners not having access to the internet. In addition, with the focus on the use CMC for

mentoring relationships, there still is additional work needed from the learner to apply the

knowledge to advance their leadership role and establish a mentoring relationship.

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CHAPTER 4: THE STUDY

This project brings awareness of the current trends and available resources for Latina

leaders who want to maximize their role in a mentoring relationship. With intentions to help

others and improve their community and/or organizations, their applied efforts will be

maximized when involved in a good relationship committed to an exchange of knowledge and

information. Effective communication strengthens Latinas and empowers female leaders to

demonstrate high performance resulting in an increase of interest from mentors.

This project required an understanding of past research on mentoring programs and how

it has evolved over time. With a focus on the importance of mentoring Latina leaders, additional

research was needed to understand female and Latino leadership styles. It was discovered that

there are very few Latinas in top leadership roles but that the support from a mentoring

relationship helped increase the presence in organizations.

With an online presentation of the applied research, aspiring leaders will be exposed to a

deeper understanding of how to build a good relationship with their mentor to promote personal

and professional success. The ability to showcase this information to a larger audience can help

spread the word faster and promote involvement sooner. Multiple sections are dedicated towards

relationship building and effective communication because it is necessary when interacting with

people. Communication is needed to understand how to effectively help someone when offering

guidance and support.

The following 6 web pages have been created to expand on the research and promote the

importance of mentoring Latina leaders to increase their percentage in key roles in their

community and organization.

33

Web Page 1.1: WELCOME: Introduction of the project

This page will showcase the overall goal of the project to increase the percentage of Latina

leaders and the importance of Latina mentors in a public service organization. Also recent data of

female leader’s involvements would be presented.

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Web Page 1.2: WELCOME

The remaining content for this tab includes a highlight of influential Latina leaders in California

that have opened the doors as trailblazers for future female leaders. A brief description of their

accomplishments are listed in addition to a link to learn more about their current involvements is

available.

35

Web Page 1.3: WELCOME Continued

36

Web Page 1.4: WELCOME Continued

37

Web Page 2.1: OVERVIEW: Importance of developing Latina leaders

This page expands learners understanding of the importance and how to effectively communicate

with CMC. .

Some key points include:

Importance of effective communication

How mentoring can be initiated online and applied in face to face interactions

Costs and benefits of mentoring programs

Potential barriers that CMC would have

38

Web Page 2.2. OVERVIEW continued

39

Web Page 2.3 OVERVIEW continued

40

Web Page 3.1: EXPAND YOUR KNOWLEDGE

This page expands on how to build your community through personal commitments to

helping others.

Research will be shared about mentoring relationships and how to build a collaborative

partnership.

Examples from Juana Bordas 10 Principles of Latino Leadership are shared to

demonstrate how Latinas can put leadership into action.

Resources will be shared about 4 current organizations in the United States that are

dedicated to Latina/o mentoring and development.

Links have been added to connect learners to current and available online resources.

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Web Page 3.2: EXPAND YOUR KNOWLEDGE continued

42

Web Page 3.3: EXPAND YOUR KNOWLEDGE continued

43

Web Page 3.4: EXPAND YOUR KNOWLEDGE continued

44

Web Page 4.1: Pay it forward!

This page allows viewers to share ideas and ask questions to the researcher.

Become a mentor, promote the beneficence duty of helping others while you can!

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Web Page 5.1: WHY?! Why is this important

Current Latina leaders share information about their personal involvement in a mentoring

relationship.

Best practices will be shared about effective communication styles and how all members

involved have an important role when exchanging information

Stories will be shared from multiple Latina leaders about their past experiences

Latina Leaders Irma Resendez and Dolores Huerta were interviewed.

o Questions answered include:

1. How did you know when you found a mentor?

2. How were you able to establish and nourish a good relationship with your

mentor?

3. What communication styles worked best when involved in a mentoring

relationship?

4. What do you wish a mentor would have told you?

5. Why do you think it is important to develop Latina leaders?

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Web Page 5.2: WHY?! Continued

Irma Resendez expands on her involvement in a mentoring relationship and how it has

evolved into a program in her nonprofit organization Familia Unida, based in East Los

Angeles.

47

Web Page 5.3: WHY?! continued

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Page 5.4: WHY?! Continued

49

Web Page 6: BLOG

This page highlights the personal connection the researcher has with the project.

Visitors can learn about the researcher from the personal blogs displayed.

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Chapter 5: SUMMARY AND CONCLUSIONS

Taking us back to our roots of ethical communication, this project in informed by

Buber’s (1923/1937) view on respectful and equal relationships that are supported while in a

mentoring relationship. All relationships should be just as positive but for those that are looking

for additional support to advance in their organization, it is important to understand how to best

establish and nourish the relationship with your mentors. With greater respect, there is a higher

commitment towards helping and offering support for further development. This project has

expanded on the connection between the social exchange theory and the impacts collaborative

leadership and effective communication have while involved in a good mentoring relationship in

the Latino community. As the relationships evolve, there is much more to gain and also much

more to give during the exchange of information. The Latino culture’s dedication towards “mi

casa, su casa” extends to the workplace as a commitment towards sharing information and

support to one another as if they were part of the family.

Increasing the amount of Latina mentors will help increase and motivate those aspiring

Latinas to be leaders in their organization and promote positive progress in their community.

Based on the applied research from this past century, our interactions have evolved from face to

face communication to immediate access of information over the internet. With a combined

application of electronic learning and in person guidance, the website: Mentoring Latina Leaders

will be beneficial to connecting Latina leaders to support and information quickly over the

internet. This project helps bring my vision of expanding the network of Latina leaders to life but

it can still feel like it is never complete since there are always ways to improve and new

opportunities to learn.

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Limitations of the Project

It is widely know how beneficial mentoring relationships are but there is still a need to

understand the impact from culture, gender, and the variations the two have while involved in

such relationships. The male involvement in a mentoring relationship has been studied for a

longer time but the female presence is still evolving in research. As additional research was

explored, it also was realized that there was few data from scholarly journals about the specific

focus of Latinas involved in a mentoring relationship. It would be helpful to understand the

demographics of a global network of Latina leaders and how CMC has helped expand their

presence in leadership. Additional limitations relate to the level of application the learners would

have after visiting the website. As it is not a guarantee that those involved in mentoring

relationships automatically get promotions, it also is not confirmed that everyone that visits this

website will actually get involved in a successful mentoring relationship.

The project also contained limitations based on the narrow focus of organizations and

audience studied. The majority of the detailed findings were from the Latino leadership networks

in the United States that currently offer mentoring programs and resources to aspiring Latino

leaders. Four current organizations that are dedicated to Latina/o mentoring and development:

The HOPE Leadership Institute, The National Hispana Leadership Institute, Embracing Latina

Leadership Alliances, and The Latino Leaders Network, were highlighted in the website as

shown in chapter 4. These resources are now linked to the project website and will be able to

connect learners to opportunities that promote involvement in a mentoring relationship and also

learn about success stories from leaders involved.

52

Everyone needs deadlines, and this study had to conclude so that the project could be

formatted. The biggest limitation was time. The visions and goals could have been expanded

further to reach a larger audience and also incorporate more outcomes with additional study.

There is always something new to learn and this project still leaves opportunity available to

expand the study and update it as mentoring Latina leaders continues to evolve. With access to

unlimited space to host content online, there are limitless amounts of information that can be

found and also updated as time passes.

Based on the intended audience and scope of the project, the information shared is also

limited. The final project is only available to those that are searching for the content online and

not all learners have access to or even know where to search for mentoring learning guides

online. This would prevent some learners from being able to experience this as soon as others.

There is an abundance of supporting documents that confirm how important and amazing

mentoring relationships are but there are very few texts that actually incorporate the variations of

culture and gender into their analysis. As this project is fully based online and can be updated

with more content and information as needed, there are still limitations based on the need for

additional research. The current content is fully dedicated towards Latina’s involvement in

mentoring programs which leaves out the involvement from men and also men and women of

different cultures.

Recommendations for Future Study

Recommendations would include additional research that explicitly connects Latina

leaders’ communication styles while involved in a mentoring relationship. The majority of my

findings were based on interviews with current Latina leaders that are in my community. In a

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larger study, there would be a greater comparison of their involvement in mentoring relationships

and the communication styles that worked best. In addition, with the increase use of technology,

it would be interesting to learn the demographics of Latina leaders that prefer CMC vs. FtF

communication when mentoring others.

Conclusions

What initially drove this project was a personal goal of increasing awareness and

educating leaders of the process of establishing positive mentoring relationships. Growing up in

Los Angeles, with a high presence from the Latino culture, I was surrounded by many Latina

leaders who were mentors to my mother during her formation of a nonprofit: Familia Unida

Living with Multiple Sclerosis. Seeing their commitment to supporting her organization and my

mother’s dedication towards serving the community is what has inspired me to create a project

that would educate more ways to help our community through the development of more leaders.

Mentoring programs not only help the individual, but also help increase their progress towards

expanding their services and information that would help others.

A website was created with intentions of maintaining upkeep and access to keep these

long lasting goals. This living project will be linked to elected officials, well known community

leaders and organizations who have make a difference from their role in a mentoring

relationship. This website concept has already been shared with community leaders that have

been highlighted and they are excited to help make this available to the growing community. The

use of technology has helped bring awareness of currents needs and opportunities to increase the

Latina leader network. During this study I was exposed to organizations across the country that

are committed to developing Latina leaders and resources that help promote positive mentoring

54

relationships. With a focus on sharing information, this study hopes to promote further

application and increase the culture of helping others.

The majority of the feedback from the interview was very similar to the research but it

also provided a deeper understanding of the need to develop more Latinas through their

involvement in mentoring programs. A successful outcome from this project included my

opportunity to meet the key leaders that were highlighted in the project website. The discussion

between those interviewed and peers, the word about the importance of this project is already

being shared and supported. This project and website content was shared with Honorable Hilda

Solis, Supervisor Gloria Molina, and civil rights activist Dolores Huerta during a community

event present in Los Angeles. All three Latina leaders were very supportive and excited to share

more about the importance of developing strong female leaders because they also felt how there

currently are not enough present in top leadership roles. During this recent interview, Huerta

stated how “females can be too sensitive and their emotions could hold them back from having

strong self-confidence,” which is why mentoring relationships are important to help reassure and

motivate development!

For students completing a Master’s project/thesis or team members looking to develop

personally and professionally, mentoring relationships help guide others towards success. As a

Gonzaga University Master’s student, working with a mentor while researching about mentoring

was a bit ironic but also uplifting. I had to intervene with myself when it was noticeable that I

also followed the trends that Sandberg (2013) discussed about women leaders. Instead of looking

for progression and partnership with my mentor, I was looking for permission and waiting for

acceptance.

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Although there was some confusion about the role of a mentor while completing this

project, as I continued to research, I understood how mentors can offer a variety of support. In

addition to reaffirmation that you are on track, it was also great to learn from another’s

perspective on how topics could be approached and other resources that could be applied. As it is

understood that informal mentoring relationships that have frequent contact tend to achieve

higher results (Ensher, Heun, & Blanchard, 2003), you still need personal determination to reach

out to your mentor in order to gain the most assistance. The involvement in a mentoring

relationship requires a lot of hard work, perseverance, and commitment towards each other’s

success. This cannot be achieved overnight, but with an understanding that communication with

equal and respectful exchanges of information is essential to uphold a good relationship.

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