(2015), "Coaching and Mentoring Theory and Practice 2nd ed.", Human Resource Management International Digest, Vol. 23 No. 1. https://doi.org/10.1108/HRMID.04423aaa.002
Emerald Group Publishing Limited
Coaching and Mentoring Theory and Practice 2nd ed.
Article Type: Suggested reading From: Human Resource Management International Digest, Volume 23, Issue 1
Bob Garvey, Paul Stokes and David Megginson, 2014, Sage, ISBN: 9781446272336
Bob Garvey, Paul Stokes and David Megginson’s Coaching and Mentoring Theory and Practice, in its second edition, contains updated references and research, lays a greater emphasis on contemporary issues such as globalization and outlines more examples and cases from a range of sectors and professions.
Chapter 1 is about the development of the meaning of the terms “mentoring” and “coaching”, and is drawn from substantial historical research. Chapter 2 takes a critical look at research practice in coaching and mentoring.
Chapter 3 looks at creating or developing coaching and mentoring cultures and offers both theoretical and practical insights into the development of environments supportive of coaching and mentoring. Chapter 4 offers insights into scheme design and evaluation.
Chapter 5 looks at the wide variety and range of models and perspectives in coaching and mentoring. Chapter 6 is about the power of one-to-one developmental dialog.
Chapter 7 discusses the concept of power in coaching and mentoring. Chapter 8 considers the notion of coaching and mentoring networks.
Chapter 9 investigates the growing use of electronic media to make social connections between people. Chapter 10 blends research, theory and practice.
Chapter 11 discusses the issue of supervision in coaching and mentoring. Chapter 12 is about diversity and takes a critical perspective on the issue of diversity and its relationship to coaching and mentoring.
Chapter 13 looks at the debates around competencies, standards and professionalization. Chapter 14 is a view from the USA. Chapter 15 concludes with a view of future developments drawn from current practices.
The book describes four key elements of mentoring as: a unique relationship of varying length and form; a learning partnership; a process defined by the type of support provided by the mentor; and a reciprocal, yet asymmetrical and dynamic, relationship.
The authors claim that there is historical evidence that coaching was also about reflection and the development of life skills. Organizations such as Alcoa, the American Red Cross, AT&T, Ford, North-Western Mutual Life, 3M and United Parcel Service offer executive coaching as part of their development and productivity programs. Other organizations, such as Motorola and IBM, deploy executive coaching services regularly.
In terms of learning and development, on-the-job development is the most popular, perhaps reflecting the economic situation. However, the most commonly cited area for growth in the next two years, say the authors, is the greater integration between coaching, organizational development and performance management to drive organizational change.
The demands of operating within the global economy will, predict the authors, require active engagement with more formal coaching and mentoring programs.
This is a well-researched book with lots of references. Written in a conversational tone, it is useful for coaching scholars and practitioners.
Reviewed by Professor M.S. Rao, available at: www.amazon.com/gp/pdp/profile/A16SKI0396UBRP, email@example.com