A model of a patron system is presented that distinguishes among the kinds of power academic patrons have (formal or informal), as well as their professional orientation (cosmopolitan or local). It is argued that if some form of patron system is necessary to assure the success of minority persons and women in academia, it need not be the traditional one based on the patron as guru or gatekeeper, both patron-protege relationships characterized by deference, obligation, exclusivity, and exclusion. Academic patronage is also considered in regard to professional or organizational authority and professional or organizational influence. It is maintained that a particular kind of patron system, patron-as-guide, may be most appropriate for furthering the careers of minorities and women. Attention is directed to how the patron-as-guide, using informal power in local contexts, might help minority persons and women move effectively through formal bureaucratic structures. Two examples of how academics may serve as guides to foster colleagues' career development are considered: faculty as consultants and faculty as advocates. Finally, some theoretical implications and practical consequences of the patron-as-guide relationship for the careers of minorities and women are discussed. (Author/SW)