This dissertation focused on the extent to which principal mentoring supported new principals' leadership for equitable outcomes for all students. Using a human-centered leadership framework, three principal mentoring pairs participated in a two-month study of their mentoring practices. A combination of individual and group interviews was used to explore the kinds of mentoring practices that were used and their impact on decision making and leadership in three Canadian elementary schools. Findings included the importance of social-emotional leadership. New principals needed encouragement and support as they led their schools through the COVID-19 pandemic. Understanding and awareness of current bias did not shift through conversations between mentors and mentees. Mentors and mentees engaged in storytelling and rehashing one's "aha moments." These past reflections affirmed existing assumptions and did not appear to shift mentees' mindsets or lead to resolutions for practice in future dilemmas. Mentors did not report discourse patterns that challenged existing practice or offered insight into tactics that might leverage participatory decision-making for long-term change. The results suggest the need for a structured principal mentoring program that focuses on leadership for equity. This approach to mentoring can be taught. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]