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The leadership capacity of resident assistants can be impacted by many experiences, including involvement in mentoring relationships. The purpose of this study was to examine if and how resident assistants’ leadership capacities are influenced by participating in these relationships. A sample of 6,006 resident assistants was analyzed using data from the 2009 Multi-Institutional Study of Leadership. An adapted version of Astin’s Input-Environment-Outcome college impact model was used as the conceptual framework, and the Social Change Model of Leadership was used as the theoretical framework. Overall findings revealed that resident assistants who participated in mentoring relationships exhibited significantly higher leadership capacities than those who did not, regardless of the mentor-protégé demographic factors. Also included are implications for practice and future recommendations.


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