Abstract
This dissertation in practice (DIP) examined the lived mentorship experiences of African American Marine Corps officers between the ranks of Major (O-4) and General (O-10), exploring how mentorship shapes leadership development, career advancement, and passion to remain in service. Navigated by an integrated theoretical framework comprising social constructivism, Kram's (1985) mentoring theory, implicit bias theory, and social capital theory, the study used semi-structured interviews with 21 commissioned officers. Thorough coding of interview transcripts yielded five emergent themes: (1) the transformative impact of mentorship, (2) racial identity and the experience of difference, (3) confronting barriers, bias, and elevated expectations, (4) mentorship as social capital, and (5) the dynamics of mentoring relationships. Findings showed that the most impactful mentoring relationships developed organically rather than through formal program arrangements, and that access to informal professional networks significantly influenced career outcomes. The proposed solution framework consists of four complementary pillars: a Mentorship Navigation Resource Suite, integration of mentorship content into Professional Military Education curricula, institutional support for affinity networks, and cultural practice recommendations for senior leaders.