Results - Stream

Toward a profession of coaching: Sixty-five years of progress and challenges for the future.

M Cavanagh, A Grant International Journal of Evidence Based Coaching and Mentori... 2004

The coaching industry has reached a key important point in its maturation. This maturation is being driven by at least three interrelated forces: (1) accumulated coaching experience; (2) the increasing entry of professionals into coaching from a wide variety of prior backgrounds; and (3) the increasing sophistication of management and ...

Take care what you bring with you: How coaches' mood and interpersonal behavior affect coaching success.

P Ianiro, S Kauffeld Consulting Psychology Journal 2014

The quality of coaching working alliances is crucial for coaching success. Determining the ingredients that contribute to a high-quality coaching working alliance is an important question for research. Interpersonal behavior is considered to be a vital factor for a successful coach– client working alliance. This study analyzes how a coach...

The State of Play in Coaching Today: A Comprehensive Review of the Field

AM Grant, J Passmore, M Cavanagh, HM Parker, others Wiley-Blackwell 2010

Coaching: Theory and Practice

C Gegner 1997

Mentoring Case Studies in the Access and Civic Engagement Office, Dublin Institute of Technology

S McCann, J Delap International Journal of Evidence Based Coaching and Mentori... 2015

This is a collaborative paper by staff members working with Students Learning with Communities (SLWC) and the Access Service in the Access and Civic Engagement Office (ACE) at Dublin Institute of Technology (DIT). Through two case studies, this paper examines various types of mentoring operating within these two programmes, as well as...

Benefits of formal mentoring for female leaders

R Høigaard, P Mathisen International Journal of Evidence Based Coaching and Mentori... 2009

In this study we examined mentor function and communication in relation to potential benefits for female protégés. Data were collected from 36 female leaders (10 with a female mentor and 26 with a male mentor) enrolled in a formal mentor program. A self-reported questionnaire measuring mentoring function (e.g. coaching behavior and cou...

Mentoring in the Nigerian academia: experiences and challenges

DE Okurame International Journal of Evidence Based Coaching and Mentori... 2008

Using qualitative and quantitative measures, this study explores the mentoring experiences and challenges among 48 members of the academic staff in a Nigerian university social science faculty, where the mission was to enhance the skills of academic staff members through mentoring programmes. The findings of the survey revealed that th...

Analysing the feasibility of financial rewards for mentors engaged in entrepreneurial mentoring

D Mishra, S Jain, H Chaudhary International Journal of Evidence Based Coaching and Mentori... 2016

In the domain of entrepreneurship, mentors are considered as volunteers and philanthropists yet their value is undermined, the purpose of this paper is to explore the feasibility of financial rewards for mentors, which could help in understanding the perspective of mentors towards the opportunity cost associated with mentoring. This study...

An organizational-development approach to implementing mentoring partnerships: Best practices from physician programs

J Giancola, M Heaney, A Metzger, B Whitman Consulting Psychology Journal: Practice and Research 2016

Building upon the mentoring literature, the present article shares an organizational development (OD) approach to design, implement, institutionalize, and evaluate a successful formal mentoring program. Best practices are shared from the facilitation of programs with physicians in 5 different medical centers including 27 rollouts over 10 ...

Chief Executive Officers and Their Trusted Advisor Relationships: A Qualitative Study from the CEO's Perspective

W Slenders 2010

The goal of this phenomenological study was to investigate and describe, from the Chief Executive Officer’s (CEO’s) perspective, the relationship between CEOs and their trusted advisors. This phenomenon is significant because CEOs at the top of their organizations increasingly find themselves isolated. To whom do they turn and trust for g...

Mentoring relationships in sport from the protégé’s perspective

J White, P Schempp, B McCullick, B Berger, J Elliott International Journal of Evidence Based Coaching and Mentori... 2017

This study explored mentoring relationships in sport from the perspective of the protégé. The project was guided by contemporary mentoring theories as framed by Kram's Mentor Role Theory (Kram, 1985). A convenience sample of 230 volleyball coaches was recruited for this study. Data were collected using the Coaches Mentor Role Instrument...

The effect of business coaching and mentoring on small-to-medium enterprise performance and growth

B Crompton 2012

This thesis aims to address the principal question of whether business coaching directly or indirectly enhances firm financial performance and growth. The present thesis incorporates four comprehensive and inter-related studies designed to investigate the contribution of business coaching to firm growth in cohorts of start-up companies an...

Mentoring in Indian organisations- A revisit to Noe’s (1988) Mentoring Functions Scale

R Arora, S Rangnekar International Journal of Evidence Based Coaching and Mentori... 2017

In this study, we attempted to validate Noe’s (1988) Mentoring Functions Scale on a sample of 363 managerial employees working in public and private sector organisations in North India. Further, we also analysed the influence of demographic variables on mentoring relationships in the Indian context. The results provided support for the tw...

The Effect of Value Similarity on Mentoring Relationships and Outcomes

M Illies, R Reiter-Palmon International Journal of Evidence Based Coaching and Mentori... 2018

One hundred and forty-six protégés with a mentor in their profession responded to a survey exploring how value similarity affects mentoring success (career support, psychosocial support, and satisfaction with the mentor) and organizational outcomes (organizational commitment, career success, and job satisfaction). Results revealed that pr...