This is the definitive introduction to coaching and mentoring, written by an experienced and multidisciplinary team. Taking you all the way through from the emerging theory to informed practice, the book covers: • Skills, purposes and outcomes of coaching and mentoring processes • The many settings in which they take place – public, private and voluntary • Coaching and mentoring’s evidence base and how it is assessed • The professionalization of coaching and mentoring and a move towards integration. Supported by a wide range of case studies, activities, further questions and topics for discussion, this book is a comprehensive but accessible introduction. The authors take a critical approach and go beyond the basics, to support your development as a critically reflective practitioner. It is essential reading for those studying coaching and mentoring, and professionals looking to integrate coaching and mentoring into their organizations.
Chapter 8: Leadership, Management, Coaching and Mentoring
Leadership, Management, Coaching and Mentoring
- Coaching and mentoring in leadership development
- Leadership and management discourses
- Power in the organisational culture: Monitoring, evaluation, surveillance
- Individual and organisational change
Leadership, management, power, change
After reading this chapter, you will be able to critically consider:
- The use of coaching and mentoring within leadership and management
- Discourses surrounding leadership, management, coaching and mentoring
- Issues of power in organisational contexts
- Issues of change with the individual and organisational setting
- Provoke thought by offering alternative perspectives
Coaching and mentoring are often employed as part of leadership and management development initiatives. It is also often argued that coaching and mentoring contribute to developing self-awareness (Drake 2007; Kram, 1983), flexibility (Byrne et al., 2008; Jones et al., 2006), innovation (Barsh et al., 2008; Dorner and Karpati, ...