What's happening in coaching and mentoring? And what is the difference between them?

Abstract

PurposeThe purpose of this paper is to provide a summary of the latest developments in the field of corporate coaching and mentoring.Design/methodology/approachProvides a viewpoint on the coaching and mentoring field drawing on research from Europe and the US.FindingsStructured or supported coaching and mentoring within organisations is evolving rapidly and research is at last beginning to provide valuable insights into effective practices. Some strongly‐held assumptions are being challenged along the way. Greater definitional clarity, within specific contexts, contributes to efficacy. Increasing professionalisation with the coaching and mentoring sector is being helped by dialogue between the various bodies representing coaches and mentors and by the spread of supervision.Originality/valueThe article provides a succinct overview of the current position of the corporate coaching and mentoring arena and offers insights into how the field will develop in the future.

Mentoría pedagógica para profesorado universitario novel: estado de la cuestión y análisis de buenas prácticas

“…Pero existe cierta confusión entre los términos mentoría y coaching que es necesario aclarar. Según Garvey, Stokes y Megginson (2014), estos dos conceptos muestran una relación jerárquica entre una persona con más experiencia o conocimiento y otra con menos competencia o experiencia; para otros autores, como Clutterbuck (2008), sin embargo, cada vez es más claro que coaching y mentoría deben ser defi nidos de manera diferente, relacionando el primero con el rendimiento en algún aspecto del trabajo o de la vida, y asociando al segundo más con el desarrollo integral y la promoción profesional. Ahondando más en esta distinción, Luecke (2004, p. 78) se decanta por una diferenciación respecto a su ámbito de aplicación.…”

Managerial coaching: challenges, opportunities and training

“…The coaching manager may conduct formal coaching sessions or take the opportunity for informal coaching on a daily basis (Hunt and Weintraub 2002;Ellinger et al 2010;Wheeler 2011). Such coaching by managers is increasingly popular, with Clutterbuck (2009) reporting that a majority of organisations surveyed claimed that line managers could be effective or very effective coaches, while in his earlier paper, Clutterbuck (2008) suggested that the trend to equip all managers with coaching and mentoring skills was likely to accelerate, and indeed that some of those managers would develop sufficiently high levels of competence to enable them to provide support to other coaching managers.…”

“…All these roles have something in common in that all of them seek to help someone improve their performance by learning something new. Furthermore, they may draw on some of the same skills, so that the distinction relates more to where on the continuum the different activities fit, rather than the roles being complete opposites (Clutterbuck 2008;Lawton-Smith and Cox 2007).…”

Integrating Perspectives on Goals in Coaching Practice. An Integrated Model of Goal-focused Coaching

“…AutorInnen diskutieren das Setzen von Zielen sei außer Kontrolle geraten und beklagen eine vermeintliche Über-verwendung von Zielen in Organisationen (Ordóñez et al 2009). Auch in der Coaching-Literatur werden die Grenzen von Zielsetzungen diskutiert (Clutterbuck 2008(Clutterbuck , 2010.…”