The New Managerial Mentor: Becoming a Learning Leader to Build Communities of Purpose

by Patricia J. Fritts

Davies-Black Publishing, 1998

The New Managerial Mentor describes the development of a continuously learning network of leaders within an organization. The book itself is divided into three sections detailing the transformation and creation of learning leaders and organizations. The first section, “Mentoring in the Learning Organization,” defines the process of mentoring. The second section, “Becoming a Learning Leader,” describes the roles that the mentor must play. Finally, the book is wrapped in “Putting Your Plan Together.” Together these components not only describe the development of the new managerial mentor but also details the development of a learning organization.

The first section begins by providing an introduction to the new managerial mentor, called a learning leader. Unlike the traditional concept of mentoring, the managerial mentor is an active and formal leader of change. This beginning describes the need for the development of learning networks, which represent a shift from the informal to the formal with an emphasis on learning together.

The next section details the competencies of the learning the leader. The competencies of the managerial mentor fall into four broad roles which are represented in the current model of leadership. These roles are that of the Collaborator, Innovator, Producer, and Integrator.

The final section details the importance of the managerial mentor and the learning organization for today’s organization’s. This section ties the development of learning networks to the current use of teams and the organization’s life cycle, detailing the role of the managerial mentor in these processes. This section also links the competencies associated with the managerial mentor to other popular managerial constructs, particularly Greenleaf’s concept of servant-leadership.

Although the book at times fails to put theory and research behind its ideas but it also presents them with such enthusiasm it is hard not to get caught up in the excitement. In reading the book it is easy to tell that Fritts truly believes in the potential of the managerial mentor and their role in the future of business.

What is especially nice about this book is the activities, exercises, and assessments which are included. At the end of each chapter Fritts provides activities to help provide a better understanding of the managerial mentor and their role in the organization. She also provides assessments to determine your organization’s readiness for developing a learning organization. In the second section a series of assessments are provided to determine your standing on the competencies necessary to be a learning leader. All together the book is an interesting read and provides useful tools for leaders who are seeking to make an active change in their organization.

Competencies Addressed

~Contributed by Gary Burns