The learning of a known practice for an unknown future

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Research and Development in Higher Education: Learning for an Unknown Future Vol. 26

July, 2003, 692 pages
Published by
Helen Mathews and Rod McKay
0 90 8557 55 8

Mentoring was incorporated as the main component of a school principalship programme for more than one and a half decades in Singapore. The programme prepared incumbent vice-principals to be future principals. Currently, many of the former protégé participants are now heading their own schools as principals. Findings of a study on the practice of school management learned through mentoring reveal that leading surfaced prominently as the prime aspect of what could be learned through formal mentoring and could be put into practice on the job. These principals, who have the opportunity to learn through mentoring, suggest their learning and practice of leading primarily through relating with people. The three features involved are: leading through relating with people actively, promoting trust in relating with people, and serving as worthy models in their dedication to service. As such, the learning of leading through formal mentoring could be of significance in the professional development of aspiring principals. It highlights a known practice of leading, learned through leadership mentoring, for an unknown future.

Keywords: mentoring; leadership; Singapore

The learning of a known practice for an unknown future

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Lim, L.