The author presents original research findings on the subject of the impact of a youth mentoring program, Fresh Start, on a group of at-risk adolescents in the United States. The article opens with an introduction and overview of the subject of youth mentoring, and proceeds to a review of the literature that describes types of mentoring and the varied outcomes mentoring programs have been documented to have on target populations. The literature also explains the concept of at-risk adolescents, and explains how and why mentoring programs are believed to be effective interventions for working with this population. The author then presents the methodology, research design, and procedures that were used for the study, and identifies the organization that served as the subject of the study. The researcher explained that data were collected from three distinct participant groups: students, teachers, and parents. The researcher documents the data collection and analysis techniques, and reports the results. Based on the study conducted, the researcher concluded that the Fresh Start mentoring intervention influenced statistically significant positive outcomes for participants with respect to the at-risk students’ behaviour and academic performance. Taking this conclusion into consideration, the researcher reflected upon the components of a mentoring program that are most likely to predict academic and social success for students who have been deemed at-risk, and offered recommendations for future research and program development. / Sociology / D. Phil.(Sociology )

Mentoring for secondary school headteachers in their first year in post was first proposed as a systematic strategy in the 1980s following research into the first years of headship (Weindling and Earley, 1987). Coaching and mentoring were introduced as part of a response to the concern that new headteachers were not sufficiently prepared before taking up the post. Coaching and mentoring are now incorporated into all National College for School Leadership (NCSL: currently the National College for the Leadership of Schools and Children‟s Services) leadership programmes. However, there is a dearth of current research exploring how secondary school headteachers use coaching and mentoring in their first year in post. Systematic reviews show that previous research has generally focused on improving coaching and mentoring schemes and thus is mainly evaluative. In contrast, this study focuses on the headteacher perspective. The study works within a social constructivist paradigm, taking a grounded theory approach because of the dearth of available theory. Data were collected from six newly appointed secondary school headteachers. Each was interviewed three times during their first year in post. After transcription each interview was analysed and coded and the results informed subsequent interviews. NVivo was used to manage the data and to develop codes. Preliminary findings were discussed with practising coaches and their comments contribute to the discussion. The study finds that new headteachers exercise significant agency in their coaching and mentoring engagements, including the choice of coach mentor, and the coach mentoring agenda. It finds that new headteachers seek coaching and mentoring beyond the assumed formal dyadic arrangements. Contributions to knowledge include the Confidence Loop model; three new models of coaching and mentoring; and a deeper questioning of the place the theory and practice of performativity should have in the coach mentoring relationship.

Companies today need to draw on the whole organisational team for the energy, ideas and collaborative approaches that bring sustainable organisational success in an interconnected world. Leadership and organisational studies increasingly support this endeavour by considering relational and interconnected approaches. However the leadership coaching literature tends to adopt a hierarchical approach focused on individuals and teams at the helm of organisations. A ripple effect is the metaphorical focus of the study drawing attention to an interplay of influences in an organisation following a leadership coaching initiative. This initiative is the starting point for this in depth organisational case study which is interested in drawing out the human dimension of organisational life. Multiple methods - interviews, anecdote circles and a company questionnaire - are used to explore patterns of influence flowing from leadership coaching in a small-medium sized enterprise (SME). Thematic network analysis of the experiences of participants in this study produced three categories of findings: personal needs, perceptions of leadership and cultural concerns. Each category is made up of competing influences that signify spectrums of opportunity for learning and development. From this investigation an holistic model of a ripple effect is developed showing the flow from specific coaching outcomes that blend business and human aspects. The concept of reciprocal learning space captures the scope for learning and change by uncovering competing influences that represent the variety of responses to coaching outcomes. An holistic framework for organisation focused coaching offers a practical contribution to coaching by setting out a route to identifying reciprocal learning space and helping to address wider organisational needs. It is argued that remaining in a hierarchical, leader centred mode limits the potential reach of coaching in organisations. This study offers a new integrated approach to coaching that signifies the potential to reach much more widely into organisations.

The slow pace of women’s advancement to senior levels in organisations is an ongoing topical debate. Resolving this issue through appropriate developmental support interventions is the subject of much discussion. An understanding of the use of coaching and mentoring to address this individual, organisational and societal problem is, however, underresearched in a UK context, and more widely. In the coaching and mentoring literature there is limited research concerning the voice of the coachee/mentee and even less research relating to executive women. This study sought to address this deficiency and explore the experiences of executive women who have been coached and mentored, in order to gain an understanding of the role of these interventions and how they assisted the women’s development. Qualitative research was conducted using an Interpretative Phenomenological Analysis (IPA) methodology and involved semi-structured interviews with twelve executive women, all of whom worked at senior levels in UK organisations. The data were subsequently analysed using Smith, Flowers and Larkin’s (2009) interpretive framework. The findings highlight the positive impact of coaching and mentoring on the careers of the executive women in this study. Mentoring provided early career and psychosocial support, while coaching provided later support and challenge that encouraged the development of skills, authenticity and identity; aided coping with and adapting to the work environment; and in some cases assisted with broader life decisions. The participants’ subsequent commitment to coach and mentor others was a further outcome of this research. This study contributes not only to understanding the context of a coaching assignment involving executive women, the ‘experience’ of coaching and mentoring, and the importance of the coaching relationship, but also to the application of such learning to assist others. The implications of this research expand knowledge and provide new insights to add to the limited literature on coaching and mentoring executive women in the UK.

Background: Executive coaching has become a mainstay of leadership development practice worldwide. Some aspects of executive coaching such as return on investment are well studied, but the client experience of coaching is underexplored. This study aims to describe how clients perceive their first coaching experience and create a conceptual model of this experience to guide coaching practice. Methodology: 15 executives who had previously experienced their first coaching session took part in semi-structured interviews. The analysis of the interview protocols wasbased on Grounded Theory methodology. Results:Reports of client experiences were used to develop a conceptual Discovering, Agency, Roles, Expectations (DARE) model. The client experience of executive coaching is saturated with discoveries. Discovering of coaching, oneself and also a view of one’s potential from one’s own and third party perspectives are at the heart of the executive coaching experience. Perceptions of the experience are further influenced by client expectations, the conditions surrounding coaching and the different roles taken by coach and client. A sequence of agency emerged from the analysis. Conclusions: The thesis explores the implications of the emerging model of the first experience and how coaches can use this understanding of the coaching experience to enhance the client experience. Further research is needed into some aspects of the experience, such as the roles of coach and client and prevalence of discovering as a core experience in subsequent coaching sessions.

Coaching and mentoring have grown rapidly in the last twenty years, reflecting increased level of interest in these fields. The widespread popularity, however, has been largely attributed to the anecdotal feedback about their effectiveness due to considerable gaps in the empirical research base. The aim of this study was to explore the role of coaching and mentoring in relation to transformational changes with particular reference to housing association mergers in the UK. As a result of constant merger activity, the largest twenty housing associations own 30% of the market share and the trend is likely to continue, making the research outcomes useful for future strategic planning of housing association mergers. This thesis includes empirical work through data gathered by semi-structured interviews and analysed by constructivist grounded theory methodology. The study found that coaching and mentoring play an important role in housing association mergers and transformational changes especially in creating a new shared identity and staff integration after housing association mergers. Integration can keep the merged housing associations together, thus reducing the merger failures in the housing associations. This study makes an original contribution to knowledge by presenting a conceptual framework. The framework incorporates different forms of coaching and mentoring, such as, one to one coaching, team coaching, executive mentoring and peer mentoring used in housing associations for the transformative learning of the housing officials.

This research developed a qualitative Case Study to explore the role of coaching and mentoring in supporting the alignment of academic staff and organisational strategy. The study employed documentary data, interviews and a questionnaire to examine a four year period of a seven year change programme at a University in Southern England. Documents provide background to the case. Semi-structured interviews were conducted with fourteen leaders, two external coaches and eleven internal mentors. A questionnaire completed by thirty six academics preceded six semi-structured interviews with academic staff. Participant perceptions of alignment and their experiences of coaching and mentoring were analysed using a data coding approach influenced by Grounded Theory. As a result of this study, the researcher developed a Model for Improving Credibility in Insider Research to demonstrate how they dealt with the challenges of being an employee of the organisation in which the research was completed. The study shows how a new Strategic Plan impacted on academic staff roles. In responding to the changes, academics were faced with career, role, time and psychological challenges. The findings indicate that the alignment of academic staff and organisational strategy does not need to be a tension, but that it can provide opportunities for both organisation and individual if they can identify and focus on ways to fill the gap between them. The Individual and Organisation Alignment Map, developed from this study, demonstrates a new understanding of alignment of the individual within the organisational context. Coaching and mentoring helped academics to respond to the challenges by providing support for a focus on the future and forward momentum, as well as role implementation and psychological support. A new model showing how The Transitional Space Provided by Coaching and Mentoring can provide support for outer and inner world challenges has been developed as a result of this research. In addition, the new definition of ‘Emerging Academics’ developed during this study provides a different starting point for considering the career development of academic staff.

Group mentoring has received much less empirical attention than one-on-one mentoring and it is not clear whether group programs can be expected to yield similar outcomes or whether the mechanisms of change are similar compared to one-on-one mentoring programs. This study examined the effects of a group mentoring intervention on quality of relationships with parents and peers for 71 program participants relative to a comparison group of 31 students. Further, analyses were performed among program participants only to determine effects of sense of belonging with mentor and mentoring group on changes in quality of relationships with parents and peers. Findings revealed no program effects, yet among program participants, findings revealed that sense of belonging with mentor and group are important in predicting changes in quality of relationship with fathers and peers.

Thesis (Ph.D.)--Antioch University, 2008. / Title from PDF t.p. (viewed August 1, 2008). Advisor: Elizabeth Holloway. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy January 2008."--from the title page. Keywords: mentoring relationships, systems approach, managers, grounded theory, dimensional analysis, corporate mentoring programs, learning, workplace Includes bibliographical references (p. 208-229).

Thesis (Ph.D.(Organisational Behaviour))--University of Pretoria, 2009. / Abstract in English. Includes bibliographical references.