Some Personal Reflections on the “Mentorship Paradox”

Authors

  • Mike Savage Department of Sociology, London School of Economics https://orcid.org/0000-0003-4563-9564

DOI:

https://doi.org/10.6092/issn.1971-8853/20369

Keywords:

Mentorship, universities, elitism

Abstract

I draw on my experiences of mentorship to reflect on a paradox that whilst bureaucratic organizations (such as universities) need effective mentorship to nurture new generations of scholars, the most valued kinds of mentorship necessarily run orthogonal to formalized management structures. I reflect on how mentorship is necessarily an affective and caring relationship which thereby poses risks and challenges, but also offers the possibility of enhancing academic professional standards in general.

References

Friedman, S., & Laurison, D. (2019). The Class Ceiling: Why It Pays to Be Privileged. Bristol: Bristol University Press.

Jack, A.A. (2019). The Privileged Poor: How Elite Colleges Are Failing Disadvantaged Students. Cambridge, MA/London: Harvard University Press.

Kanter, R.M. (1993). Men and Women of the Corporation: New Edition. New York, NY: Basic Books. (Original work published 1977)

Rivera, L.A. (2015). Pedigree: How Elite Students Get Elite Jobs. Princeton, NJ: Princeton University Press.

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Published

2025-01-22

How to Cite

Savage, M. (2024). Some Personal Reflections on the “Mentorship Paradox”. Sociologica, 18(3), 31–36. https://doi.org/10.6092/issn.1971-8853/20369

Issue

Section

Special Feature