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Journal Library
Volume XIII, Volume 1 – July 2021
Professional Section
This paper aims to understand how coachability is defined by coaches, what methods are used to make the determination, and if differences exist based on coaches’ backgrounds. We use surveys from 80 coaches and found that coaches’ definition taps into five areas: openness, growth orientation, security, external resources, and vulnerability. We further found that this definition does not differ by coaches’ backgrounds and remarkably few coaches rely on formal assessments to make this determination. Given the rise of coaching, a better understanding of what coachability is and how it is assessed can serve organizations well in deploying this resource.
Defining coachability, practitioners, assessing coachability
Volume XII, Article 2 – July 2020
Professional Section
Developed as a consequence of practice-based responses to the Covid-19 pandemic in England, this article will interest coaches, researchers, organisational development, and training professionals. It provides a summary of how a National Health Service (NHS) based coaching faculty responded when faced with the recent Covid-19 pandemic, including reference to the benefits and limitations of on-line coaching with tips, lessons learned and considerations for the future explained.
Coaching, Online, Healthcare, Covid-19
Volume XII, Article 1 – February 2020
Professional Section
This paper draws on the use of reflective practice interventions with senior managers and the extent to which reflective practice has enabled participants to contribute to the development of a coaching culture within their organisations. Results came from a hermeneutic study exploring the use of reflective practice with practitioners who had all completed a part time professional degree programme. The research evidenced that by engaging with reflective practice and creating a coaching culture, there was a reduction in blame culture and improved team learning and engagement.
Coaching culture, reflective practice, organisational development
Volume XI Article 8, September 2019
Professional Section
In this article we examine challenges and barriers immigrants experience from their own perspectives, on the way to the Swedish labour market, according to life world theory; bottom up/individual factors, which may influence participants’ labour market integration. From an individual perspective, participants identified (1) personal crisis as a reflection of a migration experience (herein migration crisis), (2) the need for guidance and reconnection in the new society and (3) the need for a holistic integration mentoring approach that takes into account migrants’ experiences and challenges. Based on these factors we developed a holistic mentoring model for migrants before they can enter the labour market permanently and wrote a handbook called ‘Mastering yourself’ – an intuitive mentoring handbook.
Value: The intuitive mentoring model will bring light to the way of training and mentoring migrants by providing sustainability in migrants’ employment and psychological state and conditions. It could also be an addition to the current integration model that already exists. To those who are mentoring or training migrants to work or society, coaches, Human Recourse professionals, researches in the area of migration, integration, assimilation, coaching or mentoring with a holistic approach preferably.
holistic mentoring, coaching, integration, migration, Sweden
Book Review, May 2019
Book Review
The book gives a clear insight and understanding of how to work with Low Intensity Cognitive Behaviour Therapy (LICBT). The LICBT is a form of CBT which is used to treat mild to moderate, common mental health problems over a shorter length of contact. The authors of the book shares in a very pedagogical way how LICBT can be used in a structured therapy. Through empirical material the reader it taken though a highly practical and supportive approach which I view as a significant strength of this book.
Volume XI, Article 7, June 2019
Professional Section
This paper examines mentoring at the United States Air Force Academy in terms of mentor motivational and effectiveness characteristics of faculty members to determine if these characteristics are associated with those who mentor in order to ascertain potential areas for improving the mentoring climate. Results offer evidence which support the presence of a somewhat healthy mentoring culture in that those who indicated they were currently mentoring cadets were more generative, altruistic, and wanted to mentor cadets more compared to those who indicated they were not mentoring cadets. However, those who were currently mentoring cadets did not necessarily possess higher emotional intelligence compared to non-mentors. The data suggest that while mentors may possess motivation to mentor protégés, they might not have the emotional intelligence to deliver the full range of mentoring functions.
Mentoring, Emotional Intelligence, Motivation, Effectiveness
Volume XI, Article 5, April 2019
Professional Section
This paper argues that the attributes of an effective clinical leader or healthcare manager in military settings include the following coaching skills: ability to build rapport; ask effective questions; excellent listening skills; good people skills; good emotional intelligence and the ability to set effective, collaborative and meaningful goals. In a study of military and civilian clinicians, it was found that a transactional ‘carrot and stick’ approach to clinical leadership is deemed ineffective and not fit for the 21st century, whereby a transformational coaching approach to clinical leadership is best practice to ensure optimal performance and clinical outcomes.
Coaching, transformational leadership, clinical leadership, high performing teams, military healthcare
Volume XI, Article 4, March 2019
Professional Section
This study details coaching products based on key frameworks from adaptive learning theory (particularly as articulated by Kegan and Lahey at the Harvard Graduate School of Education in various publications) and then applied to an Australian Government Agency. It assumes familiarity with the Immunity to Change map (see discussed for example at Kegan and Lahey’s business site http://mindsatwork.com/) will be of interest to coaches, researchers, human resource professionals, senior leaders with an interest in culture change in the middle of an organisation.
Immunity to Change, Deliberately Developmental Organisation, adaptive learning, peer coaching, organisational culture
Volume XI, Article 3, February 2019
Reviewed Section
Designing an effective coaching programme raises many questions about how best to match coachees and coaches, such as how do you achieve the best fit and what role does personality, experience, qualification, gender and culture play in the coaching’s success? In this article we will share the results of studying the impact of these factors when matching a pool of coaches with participants in a Pan-African coaching programme of CEOs and C-Suite executives in the financial services sector. In the article we will also summarise some of the existing research that informed the three phases pairing process programme design: Coach and Coachee selection; the matching process; and Chemistry. The findings from the programme run by Career Connections showed many interesting findings about what did – and didn’t contribute to positive perception of pairing
Pairing, Matching, Coaching relationship
Book Review, February 2019
Book Review
I bought this book out of curiosity, with little expectation of finding anything of great interest. To my surprise, it proved to be a remarkably insightful, well-written personalised account of serial mentoring. Brand is a controversial character, to say the least, with a life story of wild extremes, including addiction to drugs. What makes this book interesting is the quality of his reflections on the mentoring he has received, helping him bring his life back on track; and on the mentoring he now gives in return, to other troubled younger men.
Volume XI, Article 2, January 2019
Professional Section
In the 1960’s, Levitt (1960) urged companies to be closer to their customers. In his article “Marketing Myopia”, referring to the demise of the railroads in the USA, he wrote, “The reason they defined their industry wrongly was because they were railroad-oriented instead of transportation oriented” (Levitt, 1960, p. 1). He initiated a paradigm shift away from an inward looking, short-sighted, product-oriented approach towards a vision of companies defining themselves and their products in terms of customers and their needs. Some 60 years later, businesses are facing many new challenges. They have to align themselves to ever more volatile and unpredictable customers with increasingly complex and ambiguous requirements: so much so that Meyer (2015) advocates the need for a further paradigm shift, which she labelled the ‘Agility Shift’. She defined it as ‘The intentional development of the competence, capacity, and confidence to learn, adapt, and innovate in changing contexts for sustainable success’.
Flexibility, acceptance, values, commitment, and agility
Volume XI, Article 1, January 2019
Professional Section
This article is about the implications of this ‘hard-wiring’ on personal style, along with the future development of clinical staff – particularly those who undertake management or leadership duties (or wish to in future).
Summary points:
- Training, environment and culture influence the personal styles of clinical leaders and managers
- In practice many clinical staff use direction, mentoring, coaching and delegation, but many are ‘hard-wired’, preferring to give advice and guidance (mentoring)
- The ‘three D’s’ are downsides of over-mentoring – staff become dependent, feel denigrated or filled with dread
- Those trying to consciously develop their personal style are likely to benefit from leadership development activities that cover ‘situational’ or ‘adaptive’ leadership models and in particular, the difference between mentoring and coaching
- Given the propensity of clinical staff for mentoring, rather than coaching, as a personal style preference – leadership development focussed on coaching tools and techniques is likely to be useful
- Those coaching clinicians should explore this ‘hard-wiring’ and prepare for a coachee with a preference for a mentoring approach, rather than a coaching one
Coaching; Mentoring; Leadership; Personal styles; Clinicians; Healthcare; Situational Leadership
Volume X, Article 4, September 2018
Professional Section
This article draws on primary research with expert coaches, established research on skill acquisition and “parallel worlds” of practice to offer a new model of coaching mastery. Coaches know that there is more to top-quality work than technique. But what is that extra ingredient? And what is the contribution of technique? Research on skill acquisition offers some insights and we can learn from the general progression from novice to master identified in the literature. But we should not adopt established models wholesale; coaching is different in significant ways. So we can build on the research but new insights are needed if we are to account for coaching mastery. I argue that music, sport and art provide those insights. These multiple sources suggest that, alongside technique, master coaches have two further qualities and abilities: excellent self-management, borne of deep self-awareness, and powerful self-expression. Together they give the coach their signature presence; and the interaction between them points to how the master coach holds their expertise.
Mastery, development, technique, self-mastery, self-expression
Volume X, Article 3, July 2018
Professional Section
This study on mentoring is an explorative inquiry into the role of conversations as a vehicle for learning for mentees. An analysis of mentoring conversations aimed for learning uses a framework to detect patterns in interaction as a means to promote learning in order to explore how a ‘good’ i.e., interactive mentor, may enhance the professional potential of mentoring conversations. Investigating dyads of 16 mentoring conversations revealed, however, that reflective patterns dominated the conversation while more learning oriented patterns were less often found. This highlights that a mentoring conversation does not primarily aim for learning but serves manifold purposes at a time. Acknowledging this might help in (re) directing a conversation.
Mentoring for learning; interaction patterns; learning conversations, reflection.
Volume X, Article 2, February 2018
Professional Section
In this research the mentors are adults who work in schools and colleges to support young people with pastoral issues and offer any advice and guidance required. The mentors in my study have some form of specialised or skilled mentoring background or counselling equivalent. Shea (1997) describes mentors as ‘people who invest time, energy and personal know-how in assisting the growth and ability of another person’ and this research will focus on how mentors support the transition of young people from further education to higher education and employment. During this process of support the perceptions and identities of the young people will also be examined.
Volume X, Article 1, February 2018
Professional Section
The purpose of this study was to assess the roles and responsibilities of mentors in guiding and supporting novice teachers in primary schools. In doing so, an attempt was made to answer the basic questions; Do mentors guide and support novice teachers effectively? What are the conditions that affect the mentoring relationship between mentors and novice teachers? Is there a healthy relationship between mentors and novice teachers? And what are the major problems facing to novice teachers? The method used to conduct this study was descriptive survey. 14 primary school in Dangila district were selected using simple random technique.
Mentoring, Mentors, Novice teacher, Guiding and Supporting, and Elementary school
25th Anniversary Edition
Professional Section
As part of EMCCs 25th anniversary celebrations in 2017 this journal contains a review and update of a number of articles written in the 2012 for EMCCS 20th anniversary year.
Volume IX Article 3, September 2016
This piece reflects a conversation between two supervisors who discovered the scope of supervision support they offer clients was remarkably similar, despite quite different backgrounds. Of particular interest to them was how they managed the support connected to the more commercial issues that supervisees brought. In this article they articulate how they include this element within their supervision work. They consider the appropriateness of this and the ethical issues that it may raise. They ask whether this activity fits within the accepted “functions” of supervision as documented in the literature (for example: formative, normative, restorative – by Proctor 1988)? Or does it point to a fourth “function” of supervision in the world of independent coaches – and if it
does, what would it be called?
Coaching supervision, business development, function
Volume IX Article 2, June 2016
Professional Section
This case study aimed to assess the effectiveness of a coaching and leadership development program conducted in an international organisation based in Eastern
Europe. Eighteen senior managers participated in the Dynamic Integrated Coaching for Executives (DICE) program. DICE is designed to accelerate leadership development and sharpen systemic awareness of each leaders’ place within an organisation. After the coaching program, individual semi-structured interviews were conducted with the managers to determine their perception of the effectiveness of the coaching program. A percentage Return on Investment (ROI) figure for the coaching program was also calculated using the salary of participants and performance metrics at the time of the coaching programs and 6 months post program. An ROI of 290 percent was determined, as well as significant increases in operational results and positive changes in proximal and distal outcomes, according to the participants. The findings of this study demonstrate the usefulness of objective and subjective measures, multisource data and a stakeholder participatory approach to coaching evaluation
Coaching effectiveness, return on investment, evaluation
Volume IX Article 1, May 2016
Reviewed Section
There is a continuous need for empirical evidence regarding the impact and experience The demand on techniques, approaches and processes that increase quality of life and well-being is very high in general population. Enhancement of the quality of life, wellbeing, life experiences, and personal growth are inherent to life coaching, which explains rapid growth of the profession since it fully emerged in the 1990s. The evidence that life coaching can positively impact quality of life and well-being is continuously growing, although still limited. This integrative literature review synthesizes findings of previous studies and articles about the impact of life coaching on quality of life and well-being.
Happiness, Life Coaching, Life Satisfaction, Quality of Life, Well-Being
Volume XIII Article 4, October 2015
Reviewed Section
We employed a longitudinal, experimental approach to examine the effects of allowing protégés to choose their own mentor on the effectiveness of an online peer mentoring program at a four-year university in the United States. First-year students were randomly assigned to either select a mentor from a pool of volunteers or to be paired with a mentor by a program administrator. There were 65 dyads who met online for four chat sessions, and transcripts of their interactions were saved for analysis by independent coders. Protégés in the choice group reported greater feelings of similarity to their mentors than protégés who were assigned a mentor. Ordinary least-squares regression analysis showed that protégés who selected their mentors received greater mentor support. This effect was mediated by the extent to which protégés displayed proactive behaviors during the sessions. These findings suggest implications for
designing and managing mentoring programs.
Formal mentoring, input to match, e-mentoring, undergraduate peer mentoring
Volume XIII Article 3, September 2015
Reviewed Section
There is a continuous need for empirical evidence regarding the impact and experience of coaching leadership. The purpose of this study was to describe the effects from a coaching leadership program. The results indicated that the majority of the participants in the program used the skills acquired during the program (e.g., communication skills, feedback giving/receiving) as part of their managerial practices. Female managers and managers with less leadership experience reported a major improvement in communication skills compared to males and more experienced managers, respectively. The study contributes to the empirical examination of coaching practices in a Swedish Telecom Industry operating globally. Future research may need to explore further how to design programs that engage diverse groups of managers in multicultural settings.
Coaching leadership, Coaching culture, Feedback, Active Listening, SBR-model, GROW-model
Volume XIII Article 2, March 2015
Reviewed Section
This evaluation survey was conducted following a leadership coaching program in which 37 senior leaders and managers participated. The survey aimed to examine the impact of the leadership coaching program in terms of both formative evaluation or how the program was delivered and summative evaluation or the broader impact of the program. A total of 105/250 individuals responded to the survey giving a response rate of 42%. Quantitative analysis showed that respondents were extremely positive about the relevance of the program to developing leaders at their organisation and the level of the intervention. In terms of effective elements of the program, the coaching relationship received the highest scoring responses. Respondents reported perceiving significant positive change at the individual, team and organisational level and these changes were attributed to the coaching program. For changes at the individual and team level, there was a significant trend for participants and raters to perceive greater changes than other employees. This trend was also apparent when the results were analysed by level with those higher in the organisation perceiving the greatest change. A conservative calculation on the return on the investment (ROI) gave a figure of 856%. Specific recommendations from the program in relation to how the program could be run more effectively and how the leadership coaching could be more effectively integrated into the organisation are discussed.
Strength-based leadership coaching, Formative evaluation, Summative Evaluation, Return on Investment
Volume XIII Article 1, March 2015
Reviewed Section
Cross-cultural mentoring (CCM) has emerged to meet the needs of today’s complex, fast changing, global environment. This article examines existing descriptions of common cross-cultural mentoring relationships across 123 sources and addresses the need for construct clarification. Two over-arching domains from which four types of cross-cultural mentoring research are demarcated in an effort to support a formation of consistent terminology, categorization, and reporting as it pertains to identifying the increasing complex origin of mentorship participants in cross-cultural mentoring relationships. A synthesis of emerging research regarding cross-cultural mentoring is presented, and a critique of the state of cross-cultural mentoring literature is provided to identify
variables and to discern the most pressing gaps.
integrative literature review, cross-cultural mentoring, intercultural mentoring, formation of consistent terminology
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