Report on Coaching and Mentoring: Types, Benefits, and Roles

This report examines coaching and mentoring processes within organizations, highlighting their role in individual and organizational development. It differentiates between coaching, which focuses on improving capabilities and competencies, and mentoring, which provides expert support. The report details the benefits for various stakeholders, including enhanced decision-making skills and overall effectiveness. Different types of coaching and mentoring, such as performance coaching, executive coaching, career coaching, online mentoring, peer mentoring, and line manager mentoring, are discussed. The role of line managers in providing support and feedback is emphasized, along with factors like organizational values, culture, objectives, L&D strategy, and opportunity analysis, which are crucial for successful implementation. The report concludes with recommendations for optimizing coaching and mentoring programs to foster employee growth and organizational success, addressing current scenarios and suggesting improvements for future implementation.

qwertyuiopasdfghjklzxcvbnmqw
ertyuiopasdfghjklzxcvbnmqwert
yuiopasdfghjklzxcvbnmqwertyu
iopasdfghjklzxcvbnmqwertyuio
pasdfghjklzxcvbnmqwertyuiopa
sdfghjklzxcvbnmqwertyuiopasdf
ghjklzxcvbnmqwertyuiopasdfgh
jklzxcvbnmqwertyuiopasdfghjkl
zxcvbnmqwertyuiopasdfghjklzx
cvbnmqwertyuiopasdfghjklzxcv
bnmqwertyuiopasdfghjklzxcvbn
mqwertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbnmqw
Running Head: COACHING AND MENTORING
0
Implementing Coaching and Mentoring
Student Name:
Student University:

ertyuiopasdfghjklzxcvbnmqwert
COACHING AND MENTORING 1
Executive Summary
This report illustrates about coaching and mentoring process in which it was found that
coaching and mentoring allows to develop individuals according to the needs of the
organization. In this report, the difference between coaching and mentoring has been
provided. Coaching is used for delivering employees to improve their capabilities and
competencies whereas mentoring provides support to the employees by experts. The benefits
of coaching and mentoring is that helps in improving the overall effectiveness of the
individual in terms of the fact that it allows them to gain new skills such as decision-making
and at the same time it also ensures that employees learn in the guidance of coaches and
mentors. The types of coaching and mentoring include performance coaching, executive
coaching, career coaching and online mentoring, peer mentoring, line manager mentoring.
This report also suggests the role of line managers which includes providing support and give
feedback to the employees with the development of flexible working in the organizations. In
this report, the factors that need to be considered while values, culture, objectives, and
structure of the organization, L&D strategy and initiatives, responsibility distribution and
opportunity analysis are going to be discussed.

COACHING AND MENTORING 2
Contents
Introduction................................................................................................................................3
Concepts of Coaching and Mentoring........................................................................................3
Coaching and mentoring benefits for different stakeholders.....................................................4
Types of Coaching and Mentoring.............................................................................................6
Performance Coaching...........................................................................................................6
Executive Coaching...............................................................................................................7
Career Coaching.....................................................................................................................7
Line manager mentoring........................................................................................................7
Peer mentoring.......................................................................................................................7
Online mentoring...................................................................................................................8
Evaluation of the role of line managers.....................................................................................8
Factors considered at the time of Coaching and Mentoring implementation............................8
Current Scenario.........................................................................................................................9
Recommendations....................................................................................................................10
Summary..................................................................................................................................12
Conclusion................................................................................................................................12
Bibliography.............................................................................................................................14

COACHING AND MENTORING 3
Activity 1
Introduction
Coaching and mentoring is the process of enabling individual and company members to
achieve full potential. They are a similar process outlining everyday things coaches and
mentors do to play their role. At the workplace, coaching and mentoring are functioned as
learning tools to empower the employees (MacLennan, 2017). In this briefing paper, the aim
is to understand the purpose, nature, and advantages of coaching and mentoring in the
companies by clearing the concepts and differences between them from the perspective of
different stakeholders. The discussion is on the implementation of these tools with the help of
line managers’ role evaluation and supporting implementation of coaching and mentoring
programs by assessing various factors. In organizations, the coaching and mentoring
contribution to development has also been discussed in this report.
Concepts of Coaching and Mentoring
Coaching is the process of allowing the existence of learning and development for
performance improvisation. It requires understanding and knowledge to be a successful
Coach within the process, including various skills, styles, and techniques accurately.
Mentoring is helping individuals’ offline to create critical transitions in learning, thinking or
work. The role justifies the process through facilitation of needs consideration, desires,
motivations, skills, and thoughts to assist the people in making it real and long-term change
(Garvey, et al., 2017). The coaches and mentors use questioning techniques to enable
member’s thought process for identifying activities and solutions instead take a whole
directive approach. They support the members to set exact methods and goals to assess level
about goals; listen, observe and ask questions to understand the situation of members (David,
2016). The justification shows the tools and technique applicability creatively consist of one-
to-one training, counselling, and networking, and enabling. It helps in development of
personal change and growth by encouraging obligation to act. It is essential for maintaining
positivity unconditionally for the member where the coach is non-judgemental and all-time
supportive, lifestyles, views, and aspirations (Bozer, et al., 2015). The coaching and
mentoring relationship make sure that members develop individual competencies and not to
develop unhealthy needs. The evaluation of the process results by the use of objective
measures to make sure the possibility of the successful relationship and the achievement of a

COACHING AND MENTORING 4
member’s individual goals. The outcome of the work is within the area of personal
competence; areas of transferring coaching skills are owned by experience and qualifications
as offered (Mihiotis & Argirou, 2016). They make sure to manage the relationship with
members receiving the service level of accuracy and programs. The coaches and mentors are
employees who gain huge benefits and empower relationship. It is essential to understand the
results and changing aspects help in learning strategy at the workplace to evaluate the need
for a coaching program in the business.
As mentioned above, there are many similarities between mentoring and coaching but the
differences cover:
Coaching Mentoring
It is a method which includes supervision by
a superior authority to an individual to
improve the capabilities and competencies.
It is the process of advising the new
employee by providing support and
supervision from an expert.
Coaching is task-oriented Mentoring is maintaining relationship-
oriented
Performance focused Career-focused
This is for short-term This is for long-term
Coach is an expert in the concerned path
which is done formally.
A mentor is an individual with experience
and knowledge which can be done
informally.
They analyse the performance of employees
and improve them.
They help employees to achieve effectiveness
and mental development.
Coaching and mentoring benefits for different stakeholders
Coaching and mentoring provide various advantages in companies, mainly in small
businesses if conducted in a productive and efficient manner. In companies, it gives
employees to learn, connect, and grow with their career paths. The pairing of qualified
experts with employees is involved in coaching and mentoring helpful in adjusting culture
and environment at the workplace (Turner & Hawkins, 2016). Coaches and mentors need to
take care of the organization’s stakeholders which are a part of mentoring and coaching
process. The stakeholders in the organization are mainly senior managers and leaders. They
create safety for employees to open up, disclose their concerns and share their feelings. The

COACHING AND MENTORING 5
support and motivation from the coach as a partner is valued by stakeholders and employee
who is receiving it. Stakeholders and members are busy with their work which is kind of a
hurdle where they are not able to develop ideas or resolve problems. The business models are
applied to do regular activities valued by members and stakeholders with the use of which,
the outcome will be in behavioural change. The one of coaching qualified learners is the
GROW model developed by Sir John Whitmore which covers goals (G), reality (R), options
(O), wrap up (W) providing structure for discussing coaching with qualified learners
(Whitemore, 2002). It can be complicated and time-consuming for less skilled learners. This
model is for the development using a directive approach covering four stages:
At first, the coach focuses on defining goals and expectations to establish and achieve them.
The growth of listening and questioning skills enables the coach to determine the problems to
address. After the identification of the issues, the coach keeps on asking questions for the
availability of options for an employee. Lastly, the actions are examined for the confirmation
of will to act where an employee agrees to do in the meeting (Flückiger, et al., 2017).
Stakeholders of companies increase the confidence value as mentioned to compete and
control the circumstances. Coaching provides decision-making structure and confirms plans,
drives, and plans as well. The leaders develop the performance and potential by value
addition of stakeholders, including self-awareness, self-confidence, and aspects of one’s
personality (Pousa, et al., 2017). The coaching is beneficial for different stakeholders
strategically with the curiosity of how the work is done, how things get done to lead towards
Establish goals
Explore reality
Generate options
Agree action, wrap up

COACHING AND MENTORING 6
better decision-making, better performance and executing change by getting more power
(Sharma, 2017). Coaching also helps stakeholders with indirect skill development and
solving issues and personal growth as well with the contribution of improving the
performance of the companies. It benefits from removing internal blocks such as lack of self-
confidence or belief, self-doubt, and fear. The external blocks can be inter-personal
difficulties within the company’s culture. The company’s senior stakeholders consider
coaching a worthy investment as an element of strategic advantages like leadership
development, well-being and commitment, and organizational change (Hezlett, 2016). Hence,
coaching is valued for opening minds and hearts, people strategies advancement and training
with internal resources from the perspective of stakeholders (Bischoff, et al., 2018). Coaching
and mentoring is significant, it provides benefits of encouraging loyalty of the company by
providing career and opportunities showing commitment and connection to the business; it
includes management comfort, positive work experience which helps to save money. It helps
employees with personal development by taking knowledge from qualified and expert
employees for better efficiency in bringing up new employees in the company. It provides
growth at the individual level and job satisfaction to the employees. It is essential to improve
team efficiency, which allows managers to identify the strengths and weaknesses of every
employee within the organization (Leedham & Parsloe, 2016).
Types of Coaching and Mentoring
There are ways in which coaching and mentoring can be applied to take advantage of modern
communication systems (Robbins, 2019). The types of coaching which can be implemented
in the organizations are:
Performance Coaching
It helps in filling the gaps in the ability to see blind spots providing strategic planning to
achieve goals in companies and offering accountability also. The tools are used for
implementation and helpful in becoming laser-focused in the areas of the business or for
personal wellness precisely. Performance coaching helps to be a supreme type of oneself
which is mainly for employees or executives to fulfil the balance between personal
development and professional goals (Blackett, et al., 2017).

COACHING AND MENTORING 7
Executive Coaching
Executive coaching is focused on helping top-leaders and managers in the company with
coaching sessions to address the demographic needs specifically. It provides superiors to gain
the skills for managing team and make them attain goals rapidly. In the organization, the
rationale is to invest in executive coaches to make managers perform better with the end of
the coaching process (de Haan, et al., 2016). It is a kind of leadership coaching used in
management for new hiring to play the roles of leaders after the preparation and work like
movers in companies.
Career Coaching
It focuses on helping various personalities of individuals through coaching sessions to work
on problems faced in their careers. For instance, it is hard for a fresher to select a career
direction often to move in as an employee in the company. Individual worked for years as an
employee but still can require career coaching at some point. It can be at the time of
dissatisfaction related to career and want to switch. It helps make a decision and selects an
appropriate job looking at the particular aspects of members to implement (Shoukry & Cox,
2018). Career coaching also helps to succeed in the career individual wants to choose by
skills identification to take the next step as needed in the companies and helpful in
implementing career goals.
The types of mentoring to implement in the companies are:
Line manager mentoring
The line manager is an important stakeholder relating to mentoring, and it will help them to
understand and support the development. The benefits of line manager mentoring can be the
point of valuing the second opinion from an independent perspective with no direct
involvement with the members (Washington & Cox, 2016). It helps in improving the self-
awareness of the members, making better relations between members and employees with
line managers and brings clarity, direction, and a sense of purpose.
Peer mentoring
It helps individuals with the same level of skills provided by training, provides advice,
support, and empathy being at similar positions and making options and career goals (C,
2017). Employees can peer-mentor each other with success for general support or in specific
areas. It is for development and progress, providing support equally to every member. They

COACHING AND MENTORING 8
are accountable for holding each other at the time of action plans and achieving their goals. It
also helps in finding suitable mentors and to make a network.
Online mentoring
It can also be known as E-mentoring mainly advances social media and online
communication in the companies helps in increasing the ability of mentors to move the work
in the virtual world. The online mentoring can be done through chat, email, text or message
board using devices like computers or mobiles. It is a way of connecting employees by video
chat or interactions using remote deliver, facility of technology advancements mentoring at
recent times (Elliott, et al., 2015). It enables one-to-one relationships through the internet
with the change in professional and personal mentoring occurrence between learner and a
mentor with internet and e-learning trends for making it cost-effective and practical.
Evaluation of the role of line managers
The characteristics of effective coaching include performance and development orientation,
goal-setting and planning, providing support mutually, active listening and feedback. Line
manager as a coach is to provide learning and development for encouraging flexible conduct
and helps in developing skills to achieve personal and organizational goals (Le Comte &
McClelland, 2017). The role of the line manager as a coach is to support several difficulties
which include factors:
 Individual factors are consists of lack of self-belief, reluctance about performance
weaknesses or learning needs.
 Systemic issues with coaching style achievement of management due to frequent
changes to the alignment of teams. Managers faced problems related to work
priorities and various deadlines concerns finding the investment of the required time
for coaching is not possible.
 The nature of task or work environment can be an additional limit as standardized.
The managers require dealing with various problems like operational processes
maintenance, performance improvement; reward, and development of employees is
also one of the role expectations with a burden on managers (Ye, et al., 2016).

COACHING AND MENTORING 9
Factors considered at the time of Coaching and Mentoring
implementation
There are various factors which are necessary to be supposed to implement coaching and to
mentor in the organization which are affected by values, culture, objectives, and structure that
needs to be possibly aligned for the success and employees betterment. It requires the L&D
strategy broadly with real advantages for managers to develop skills and support employees
for achievement of goals in the company. Coaching is given by workforce members or by
external coaches, where line managers take the utmost responsibility to provide coaching. It
is a daily management activity done at the time of performance conversations and one-to-one
meetings. The issue is of managers raising employees effectively, giving power and
impartiality and distance needed at what pace in the coaching relationship (Augustine-Shaw,
2015).
The involvement of structured opportunities in coaching to reflect the activities are
challenging for coaches as well providing support and help to develop skills of employees
through coaching sessions. It is necessary to create trust between the coach and individual
and stakeholders as well by implementing guidelines on the flow of information and
confidentiality. It is the role of HR and L&D (learning and development) departments to
manage and design to mentor and coaching in the company. Coaches and mentors success
evaluation and relationship management shows the quality of coaching and results delivery.
The models like COACH (concept, outcomes, application, commitment, high performance)
approach is used for credits, accuracy, and relevancy needed in coaching and mentoring to
match organizational and individual needs (Cullen, 2012). Another factor to be considered is
financial implications because organization has to ensure that the activities performed under
the coaching and mentoring necessary to be in the budget. While providing coaching for
developing IT skills of employees, companies can rely on online mentoring services to reduce
the cost incurred on in-house coaches and mentors. The issues of diversity can also be
considered as another factor for problem-solving, business growth and opportunities by
proper implementation of coaching and mentoring in the company for employees to accept
the culture and engagement improvisation with the development of support systems (Tompa,
et al., 2016).

COACHING AND MENTORING 10
Activity 2
Current Scenario
In the organization, present coaching and mentoring arrangements are not sufficient to ensure
that the organization achieves the objectives. It is discovered that the coaching and mentoring
programs are not implemented formally in the organization. Coaching and mentoring occurs
when there is a need in the company at the same time without experienced coaches and
mentors. In the company, line managers do not consider it as their role to perform activities
related to coaching and mentoring. There is a need for making formal coaching and
mentoring programs in the companies with the identification of employee needs mainly for
the development of IT skills and better customer care. The strength of current practices is that
it reduces the financial burden of the organization and allows them to use coaching and
mentoring practices when needed. However, there are various weaknesses in current methods
such as they are not enough to make sure that new employees have adequate IT skills to
perform organizational structure. The company is not able to achieve a high level of customer
satisfaction since employees are not trained enough, and there are no stable coaching and
mentoring practices due to a lack of personal and professional growth. The current methods
for coaching and mentoring in the organization are not sufficient to improve customer
satisfaction level and development of IT skills in the employees. Therefore, the organization
can rely on various recommendations to implement effective coaching and mentoring
programs.
Recommendations
Coaching and mentoring helps in performance and productivity improvisation in the
organization where it brings out the best in employees and trains them to provide better
customer care. It helps in team development to achieve the goals and support in the business
for long-term achievement. Coaching and mentoring are the tools to benefit the organization
and workforce to support decision-making for other stakeholders as well at the time
implementation of programs. It is essential for learning improvisation by discovering their
one’s self at the workplace with improved relationships by asking questions and includes
opinions (Jones & Woods, 2016). It consists of skills at the time of development and
enhanced quality of individual’s life. In organizations, it helps in developing creative ideas
and time for managers to find solutions, and depending on less online managers. It makes to

COACHING AND MENTORING 11
use skills, people and resources for better and investment in employee engagement. It has an
impact on cultural and organizational change with a reduction in training and development
costs (Cao & Hamori, 2016).
It is to recommend setting up coaching and mentoring programs by developing time costs and
achieving the money. It is necessary to be a part of an organizational culture where qualified
employees or external coaches are responsible for training fresher conducting coaching
sessions as structured. The financial investment in coaching initiates developing internal
coaches and use of foreign coaches. The use of executives can be expensive where it is about
the behavioural change leading to cultural change (Özduran & Tanova, 2017). It requires
processes, training skills, practices, and conduct for the development of active workplace
coaches. The outcomes of coaching and business plans and objectives goals will effectively
play the role and adds value.
Companies are focused on the return on investment (RoI) for any execution of development
and training after identifying the real value with healthy ideas for a business implementing
the coaching strategy. It is vital to know the stakeholders and organizations to benefit an
active company with experienced leaders and effective mentoring and coaching for
increasing the value and preparing to invest. Organizations need to think about coaching and
mentoring to benefit employees by using a coaching style with the help of internal members
and external stakeholders (Boysen, et al., 2018). It helps generate IT skills and
communication aspects using a learning and development tool. To implement cost-effective
coaching culture in the organization, there are steps to enhance the offers — the experienced
employees as a coach trained communication techniques in coaching for enhancement with
employees and customers (van Dongen, et al., 2016).
Companies need to provide on-the-job training in both IT and communication areas. The
management of team, supervision, delegation, and motivation need to be transformed in
values, need and emotions to work closely with the current changing environment while
communicating with customers will help in boost the relationship by issues identification and
solutions suggestions (Bradford, et al., 2017). The system of mentoring initiates the mentors
at every level in the organization to identify informal relationships at a lower level. It is
important to provide opportunity by receiving guidance in behavioural, technical and career
to direct qualified members with fundamental skills selected for mentors. They need to have
determined goals and give feedback for direction measures to provide satisfaction to

COACHING AND MENTORING 12
employees and customers (Sekerin, et al., 2018). The identification of experienced coaches in
the organization accurately, it is necessary to adapt supervision in work and circumstances
faced. The need for qualified coaches is managed, and internal coaching members need to be
worked. The programs should include progress, objectives, methods, and measures for
generating better results. Coaching is to increase performance in the organizations where the
RoI can be measured easily with proper standards and monitoring. In the organization,
coaching helps in performance enhancement and improvisation. The superiors need to
support the strategy for implementing it and to know that coaching culture is a part of value
system with profitable business results (Brock, et al., 2016). The involvement of HR is
necessary for the process of learning and development of coaching and mentoring programs.
Coaching and mentoring involves team management, finance, and human resource for the
success of the company by coaching and mentoring programs to provide IT skills to
employees and better customer care. It helps in developing communication with other
members of the company, proposed ideas, sharing work pressure, and assisting other
employees at a workplace (Tsui, et al., 2017).
After analysing the implementation of coaching and mentoring in the organizations by
learning and development programs, the problems faced by the company was one-third of
using the process. In today’s times, some organizations are thinking to establish coaching
culture in the business. It affects the practices and provides various benefits with the
engagement of superior management and solving problems with the successful
implementation of coaching culture. It helps in the maximization of return on investment
measured and effective financial performance (Milner, et al., 2018). Coaching and mentoring
provides support and advice the employees on processes, policy development, systems, and
documentation for organizing and directing programs while playing the role of line manager.
Moreover, coaching and mentoring structure by line managers provides openness of heart and
mind, using internal sources and individuals strategies advancement in the organizations. The
process of coaching is helpful with the role of an external individual at the results level by
providing achievement. Coaches and mentors are also get trained before implementing the
program and evaluating and monitoring coaching and mentoring with proper skills and
qualifications to provide IT skills to the employees and customer satisfaction as well
(Terblanche, et al., 2017). It can be possible to keep a check for organizing learning and
development programs from time to time and provide coaching and mentoring to the
employees to understand the needs and provide satisfaction to the customers in the business.

COACHING AND MENTORING 13
The role of line managers is to be responsible for giving the right direction to make decisions
and solve problems of the employees (Hodge, 2016).
Summary
Based on the discussion of current scenario above, recommendations are justified for
developing and implementing coaching and mentoring activities. According to the
perspective of further development, my contribution in the organization to improve
performance in the terms of the fact that there are many loopholes in the present structure of
coaching and mentoring in the organization are to provide advice and policies to support
development, providing information or to be resourceful by helping and arguing for better
performance related to sales and its increase of current marketing offers. It is done to
empower behaviour by providing resources and information for removing the hurdles. The
duty of transferring ownership with abilities of self-belief and being confident enough to give
feedback about the non-performers to perform well in future. Role modelling is for enabling
to observe the high performance of members to pair individuals at the workplace to grab
knowledge from each other through teamwork and improving performance is the
responsibility to be fulfilled in coaching. It is essential to have a conversation by doing
everyday activity to communicate at the workplace and promote learning in the organization
for development. To summarize, the contribution is linked with the documentation and
systems and process, to train mentors and coaches, executing programs, and mentoring and
coaching evaluation and to measure ROI.
Conclusion
From the above-based report, it can be concluded that coaching and mentoring allows an
individual to develop one’s self in terms of personal growth. The difference between
coaching and mentoring is that coaching provides an individual’s capabilities and
competencies improvisation whereas mentoring is providing support to employees by an
expert. GROW model is utilized in coaching and mentoring process where multiple steps are
used to offer or transfer knowledge by the coach. The different types of coaching and
mentoring includes performance, executive and career coaching with online mentoring, peer
mentoring and line manager mentoring. The role of line managers as a coach provides
learning and development to encourage flexible conduct and develop skills to help to achieve
organizational and personal goals. The factors that need to be considered are values, culture,

COACHING AND MENTORING 14
objectives, and structure of the organization. Other factors include L&D strategy and
initiatives, responsibility distribution and opportunity analysis. There should be change in the
organization regarding coaching and mentoring programs as right now companies provide
training according to the needs, but it is recommended to amend plans of learning and
development in the organizations.

COACHING AND MENTORING 15
Bibliography
Augustine-Shaw, D., 2015. Leadership and learning: Identifying an effective design for
mentoring new building leaders. Delta kappa gamma bulletin, 81(2), p. 21.
Bischoff, K., Volkmann, C. K. & Audretsch, D. B., 2018. Stakeholder collaboration in
entrepreneurship education: An analysis of the entrepreneurial ecosystems of European
higher educational institutions. The Journal of Technology Transfer, 43(1), pp. 20-46.
Blackett, A. D., Evans, A. & Piggott, D., 2017. Why ‘the best way of learning to coach the
game is playing the game’: Conceptualising ‘fast-tracked’high-performance coaching
pathways. Sport, Education and Society, 22(6), pp. 744-758.
Boysen, S., Cherry, M., Amerie, W. & Takagawa, M., 2018. Organisational Coaching
Outcomes: A comparison of a practitioner survey and key findings from the literature.
International Journal of Evidence Based Coaching and Mentoring, 16(1), p. 159.
Bozer, G., Joo, B.-K. & Santora, J. C., 2015. Executive coaching: Does coach-coachee
matching based on similarity really matter?. Consulting Psychology Journal: Practice and
Research, 67(3), p. 218.
Bradford, S. K., Rutherford, B. N. & Friend, S. B., 2017. The impact of training, mentoring
and coaching on personal learning in the sales environment. International Journal of
Evidence Based Coaching and Mentoring, 15(1), p. 133.
Brock, M. E. et al., 2016. Efficacy of training job coaches to implement evidence-based
instructional strategies. Journal of Vocational Rehabilitation, 45(3), pp. 351-364.
Cao, J. & Hamori, M., 2016. The impact of management development practices on
organizational commitment. Human Resource Management, 55(3), pp. 499-517.
C, R., 2017. How many types of mentoring are there?. [Online]
Available at: https://blog.matrixlms.com/how-many-types-of-mentoring-are-there/
[Accessed 22 September 2019].
Cullen, S., 2012. The C.O.A.C.H model. [Online]
Available at: https://www.trainingzone.co.uk/community/discuss/the-coach-model
[Accessed 22 September 2019].

COACHING AND MENTORING 16
David, S., 2016. Beyond Goals: Effective Strategies for Coaching and Mentoring. London:
Routledge.
de Haan, E., Grant, A. M., Burger, Y. & Eriksson, P.-O., 2016. A large-scale study of
executive and workplace coaching: The relative contributions of relationship, personality
match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 68(3), p.
189.
Elliott, M., Rhoades, N., Jackson, C. M. & Mandernach, B. J., 2015. Professional
development: Designing initiatives to meet the needs of online faculty. Journal of Educators
Online, 12(1), p. n1.
Flückiger, B. et al., 2017. The potential of group coaching for leadership learning.
Professional development in education, 43(4), pp. 612-629.
Garvey, R., Garvey, B., Stokes, P. & Megginson, D., 2017. Coaching and Mentoring: Theory
and Practice. London: SAGE.
Hezlett, S. A., 2016. Enhancing experience-driven leadership development. Advances in
Developing Human Resources, 18(3), pp. 369-389.
Hodge, A., 2016. The value of coaching supervision as a development process: Contribution
to continued professional and personal wellbeing for executive coaches. International
Journal of Evidence Based Coaching and Mentoring, 14(2), p. 87.
Jones, R. J. & Woods, S. A., 2016. The effectiveness of workplace coaching: A meta‐analysis
of learning and performance outcomes from coaching. Journal of Occupational and
Organizational Psychology, 89(2), pp. 249-277.
Le Comte, L. & McClelland, B., 2017. An evaluation of a leadership development coaching
and mentoring programme. Leadership in Health Services, 30(3), pp. 309-329.
Leedham, M. & Parsloe, E., 2016. Coaching and Mentoring: Practical Techniques for
Developing Learning and Performance. 3 ed. London: Kogan Page Publishers.
MacLennan, N., 2017. Coaching and Mentoring. 1st ed. London: Routledge.
Mihiotis, A. & Argirou, N., 2016. Coaching: from challenge to opportunity. Journal of
management development, 35(4), pp. 448-463.

COACHING AND MENTORING 17
Milner, J., McCarthy, G. & Milner, T., 2018. Training for the coaching leader: how
organizations can support managers. Journal of Management Development, 37(2), pp. 188-
200.
Özduran, A. & Tanova, C., 2017. Manager mindsets and employee organizational citizenship
behaviours. International Journal of Contemporary Hospitality Management, 29(1), pp. 589-
606.
Pousa, C., Mathieu, A. & Trepanier, C., 2017. Managing frontline employee performance
through coaching: does selling experience matter?. International Journal of Bank Marketing,
35(2), pp. 220-240.
Robbins, J., 2019. What Are the Different Types of Coaching?. [Online]
Available at: https://www.performancecoachuniversity.com/what-are-the-different-types-of-
coaching/
[Accessed 22 September 2019].
Sekerin, V. D. et al., 2018. Improving the Quality of Competence-Oriented Training of
Personnel at Industrial Enterprises. Calitatea, 19(165), pp. 68-72.
Sharma, P., 2017. How coaching adds value in organisations – The role of individual level
outcomes. International Journal of Evidence Based Coaching and Mentoring, Issue 11, pp. 1-
17.
Shoukry, H. & Cox, E., 2018. Coaching as a social process. Management Learning, 49(4),
pp. 413-428.
Terblanche, N. N. H., Albertyn, R. M. & van Coller-Peter, S., 2017. Designing a coaching
intervention to support leaders promoted into senior positions. SA Journal of Human
Resource Management, 15(1), pp. 1-10.
Tompa, E. et al., 2016. A cost-benefit analysis of peer coaching for overhead lift use in the
long-term care sector in Canada. Occup Environ Med, 73(5), pp. 308-314.
Tsui, M.-s., O’Donoghue, K., Boddy, J. & Pak, C.-m., 2017. From supervision to
organisational learning: A typology to integrate supervision, mentorship, consultation and
coaching. British Journal of Social Work, 47(8), pp. 2406-2420.

COACHING AND MENTORING 18
Turner, E. & Hawkins, P., 2016. Multi-stakeholder contracting in executive/business
coaching: An analysis of practice and recommendations for gaining maximum value.
International Journal of Evidence Based coaching and mentoring, 14(2), p. 48.
van Dongen, J. M. et al., 2016. Long-term cost-effectiveness and return-on-investment of a
mindfulness-based worksite intervention: results of a randomized controlled trial. Journal of
occupational and environmental medicine, 58(6), pp. 550-560.
Washington, R. & Cox, E., 2016. How an evolution view of workplace mentoring
relationships helps avoid negative experiences: The developmental relationship mentoring
model in action. Mentoring & Tutoring: Partnership in Learning, 24(4), pp. 318-340.
Whitemore, J., 2002. Coaching for performance: Growing people, performance and purpose.
London: Nicholas Brearley.
Ye, R. et al., 2016. Gender and managerial coaching across cultures: female managers are
coaching more. The International Journal of Human Resource Management, 27(16), pp.
1791-1812.