Leading, Mentoring, and Coaching in Management Essay

This essay delves into the concepts of mentoring and coaching within a management context, examining their principles, values, and practical applications. It differentiates between mentoring, which focuses on long-term career development and knowledge management, and coaching, which emphasizes immediate performance improvement and skill development. The essay explores various mentoring models, including group and peer-to-peer mentoring, highlighting their respective strengths and weaknesses. It also analyzes two coaching models, the GROW model and the FUEL model, detailing their processes, strengths, and limitations. The essay concludes by emphasizing the benefits of both mentoring and coaching for organizations, including increased employee loyalty, improved performance, and enhanced team function, while also providing insights on how to effectively implement these models to drive results and foster employee commitment.

Management
Leading, Mentoring and Coaching in Learning Context
Student’s name
7/30/2019

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Mentoring is one of the well-known process in which an experienced person within an
organization is assigned to an inexperienced individual and helps in giving training and
providing general support while working within the organization. Other than this, mentoring is
also considered as personal, voluntary, unpaid, and confidential and is provided by an
experienced person called mentor. Hence, he the person who acts as the advisor, guide, role
model who helps in passing the most required knowledge, experience and thoughts who inspire
the other person for its personal as well as vocational growth.
In addition, if we talk about the principles and values that are underpinned mentoring
highlights about looking forward and developing the ability to transfer leaning and apply them
over the new situations, encouraging capability, developing competence, encouraging
collaboration not competition. Other than this, mentor also helps employees in empowering their
personal as well as professional development and making them that much able that they can look
for new idea, theories and knowledge by their own (Garvey, Garvey, Stokes, & Megginson,
2017).
Other than this, this essay also talks about coaching aspect, which highlights the process
of improving the overall performance and helps in unlocking the person’s potential at its
maximum. Hence, this aspect helps the employees to learn rather than teaching them.
Nevertheless, when we see it overall mentoring is similar to coaching which highlights about the
general agreement in which mentor helps the person to learn or grow quicker than they might do
alone. Moreover, mentoring relationship usually emphases on the future aspect, career
development and broadening an individual’s horizons whereas coaching tends to focus more on
solving the immediate issues (Garvey, Garvey, Stokes, & Megginson, 2017).
In terms of coaching, there are major principles, which ensure that coaching helps
employees to be more successful than usual. Hence, by keeping future state of thinking, building
trust, powerful listening, getting agreement, setting of goals, being flexible with the environment
and lastly, aligning with the company’s core values.
If we talk about the mentoring model, there are various kinds of mentoring techniques-
Firstly, group mentoring which highlights about the mentor who works with the four to
six mentorees at a time. Moreover, this entire group meets once or twice a month in order to

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discuss the various topics. Other than this, it also combines the senior and peer mentoring, the
mentor as well as the peers’ help one another learn and develop appropriate skills/ knowledge.
The benefit associated with group mentoring is that it works well for the organization with the
limited numbers of mentors. In addition, mentorees also gain insight not only from the mentor
but also from the fellow mentorees. However, at the same time, group mentoring lacks the
personal relationships, which is the most preferred in mentoring (Jakubik, Eliades, & Weese,
2016).
Another model, which highlights inside the mentoring aspect, is peer- to –peer
mentoring in which pair of young staffs’ works with each other majorly and mainly on
onboarding packages. The benefits, which are attached with this type of mentoring, model
highlights about the participation of the younger as well as newer employees, which will likely to
benefit from the experience and want to pass it on to the next level of recruits. Hence, new
recruits will automatically be assigned the peer mentor. Moreover, this model will work well for
the larger organization that helps in attracting the top talents through working over regular
recruitment cycles (Bozer, & Jones, 2018).
Hence, this model has proved that it is one of the most effective mentoring models. In
which two colleagues exchanges their expertise and their experiences, which will mutually
benefits their relationship. These benefits helps the organization at large and the peer member
itself because the other peer with whom they work tend to be more aware about the challenges
due to his seniority as well as he comes on the above position on to the corporate ladder.
Another aspect is coaching which covers two models-
In every business, a manager often applies coaching when company needs to train
workers in new services without having much understanding with the future projects. The
virtuous object about coaching models is that if the company implements it regularly, it will help
them a long way. The GROW Model of coaching was developed in 1980s. In this, GROW stand
for Goal, Current reality, option or obstacles and will. Firstly, the objective of the training
highlights the set goals. Secondly, the process focuses over current situations, their current
levels, skills, knowledge and the available resources. Thirdly, the process determines the best

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options for the training. Lastly, in final stage, they focus on the own commitments to the process
and start the training at the given time (Jones, Woods, & Guillaume, 2016).
In terms of strength of grow model, is that its structure helps in guiding the coach or the
supervisor and to their employees. Hence, this shows that as long as coach is using or applying
this structure or model it will help in guiding the conversation and keeping everything on track.
Moreover, it is beneficial to those organizations that goal is SMART ended in which goals which
are set are specific, measurable, achievable, and relevant with a time limit. Therefore, by this,
coach and coachee both knows the exact direction in which they have to work for.
Other than this, certain limitation related to the Grow model of coaching highlights that
it is a less holistic model, and it also reduces the opportunity for the coachee to come up with his
own solutions. Not only this, it is also one of the demotivating aspect in which coachee simply
did not know about the effective solution and how to deal with the upcoming issues within the
organization.
Another model of coaching highlights about the FUEL model, in which F denotes, frame
of conversation in which coach involves the learners in the discussion about the need for
preparation and how all activities will be further implemented. U stands for understanding the
current state, which highlights that the coach will try to get the insight about the present
condition at the workplace. This is finest is done by asking the open-ended queries. E denotes,
explore the desired state, which displays the desired state or the outcome. Along with this, it also
helps employees to explain the objective and looking further for the actions to get on to the next
level. Lastly, L stands for lay out a success plan. This step helps the employees to set their
milestones in such a way that there is never which cannot constitutes too big for a step (Lancer,
Clutterbuck, & Megginson, 2016).
This model highlights certain strength such as- it helps in establishing a relationship that
is based on trust, open communication and confidentiality. Other than this, it also leads to the
formulation, which is client, based, and that is agreed upon the set goals and the expectations.
Lastly, this model leads to the deep questioning and learning dynamic in relation to the
organization and people set goals.

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According to this model of coaching, there are numerous issues, which are related to it.
Hence, the most common problem associated to it is problem of directing or leading questions
that results in follow-up conversation along with the line of implementation the action plan or the
set solutions. Hence, this results in lack of coachee commitment and follows through and
manager’s frustration when plans or the actions are poorly being implemented (Pousa, &
Mathieu, 2015).
Coaching and mentoring these two aspects helps the organization if all the sizes in an
long run when they are showed in an proficient and in fruitful manner, they provide workers a
way to get connected, acquire and cultivate within the business and along with their career paths.
If we consider organization level, coaching and mentoring both can provide a host of benefits.
Likewise- they help in encouraging the loyalty among the staff members. Furthermore, coaching
personally helps an employee to feel comfortable with the management and helps in encouraging
the open communication which resultant in a positive work experience (Bachkirova, Arthur, &
Reading,2015).
Another proposed benefit, which helps the employees in improving their performance,
and develop them personally. Hence, these models help in maintaining better efficiency across
the organization as well as in the working s of the employees. Along with this, it also helps in
reducing the frustration on an personal level and also improves the job satisfaction of the
employees along with the organization. Other than this, coaching and mentoring also helps in
improving the function of team, department and entire organization (Mihiotis, & Argirou, 2016).
Furthermore, it is seen that the mentoring programs than coaching aspect having a longer
time horizon and mentoring is even more concentrating on the career developments, leadership
development and knowledge management rather than simply focusing on individual skill
development or the performance improvement. Moreover, mentoring is used as the invaluable
tool which helps the employees or supports the individuals who are being fast tracked or
accelerated into more senior leadership roles and focusing on developing as a whole person
(MacLennan, 2017).
In terms of improving the overall performance and the practices of the people, these
models tells us to focus on three major things-

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Show and tell- this aspect highlights that the coach or the mentor needs to first show
people how to do the particular task or tell them by just doing it. Hence, such situation demands
to be authoritarian for the mentor or the coach. Therefore this preferred step or the outcome helps
in moving people into the right directions so that it helps employees to improve their individual
performance as well as helps the organization to increase their reputation.
Mentor and participate- This aspect highlights about the mid spectrum, which helps the
employees to understand how to deliver or to work over the task at hand and participate as
needed according the work.
Coach and delegate- Lastly is coaching aspect which mainly discuss about the optimal
outcomes with the individuals, ideally in this many questions arises and they also comes up with
numerous solutions. Hence, these numerous solutions help the employees, coach them to their
best performance, and delegate them as much as needed. Hence, all these aspects not only affect
the employees’ performance all alone but also majorly affect the organization performance and
reputation at large (Jyoti, & Sharma, 2015).
Hence, from the above essay we can conclude that coaching and mentoring are just like
the two sides of the one coin although both helps in driving results, helps in increasing
commitment towards work, improve employee performance and productivity. But individually
when we seen coaching mainly focuses on performance within the individuals current role which
also includes the development of the new skills. Whereas mentoring long at the long term goals
which deals with both personal and professional success.

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References
Bachkirova, T., Arthur, L., & Reading, E. (2015). Evaluating a coaching and mentoring
programme: Challenges and solutions. International coaching psychology review, 10(2),
175-189.
Bozer, G., & Jones, R. J. (2018). Understanding the factors that determine workplace coaching
effectiveness: a systematic literature review. European Journal of Work and
Organizational Psychology, 27(3), 342-361.
Garvey, R., Garvey, B., Stokes, P., & Megginson, D. (2017). Coaching and mentoring: Theory
and practice. Sage.
Jakubik, L. D., Eliades, A. B., & Weese, M. M. (2016). Part 1: An overview of mentoring
practices and mentoring benefits. Pediatric nursing, 42(1), 37.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace coaching:
A meta‐analysis of learning and performance outcomes from coaching. Journal of
Occupational and Organizational Psychology, 89(2), 249-277.
Jyoti, J., & Sharma, P. (2015). Impact of mentoring functions on career development:
moderating role of mentoring culture and mentoring structure. Global Business
Review, 16(4), 700-718.
Lancer, N., Clutterbuck, D., & Megginson, D. (2016). Techniques for coaching and mentoring.
Routledge.
MacLennan, N. (2017). Coaching and mentoring. Routledge.
Mihiotis, A., & Argirou, N. (2016). Coaching: from challenge to opportunity. Journal of
management development, 35(4), 448-463.
Pousa, C., & Mathieu, A. (2015). Is managerial coaching a source of competitive advantage?
Promoting employee self-regulation through coaching. Coaching: An International
Journal of Theory, Research and Practice, 8(1), 20-35.

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