Organizational Coaching and Mentoring

Abstract

Abstract This article focuses on the extent to which personal development activities, such as mentoring and coaching, can enhance well-being, individual performance, and lead to positive organizational outcomes. It starts by exploring the differences between coaching and mentoring, where the different approaches are being used and the potential of each to address individual and organizational needs. Then, it moves on to consider the development of both over the past decade, the growing evidence, and the potential impact, with a particular focus on coaching models and coach/mentor behavior. This is drawn together in a model for coaching/mentoring and the article finally ends with a series of questions which still remain to be answered about the efficacy of the two interventions.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 5 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.