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This paper aims to explore the epistemic connections between three instructional coaches and a first-year in-service teacher during remote planning and debrief meetings. Prior evidence suggests that remote instructional coaching leads to better teaching practices and identifies the instructional coaching moves used to prompt teacher reflection.

In this study, the authors utilized quantitative ethnography and epistemic network analysis (ENA) approaches to explore the epistemic frames of three remote university-based instructional coaches as they supported a first-year in-service teacher.

Quantitative ENA findings shed light on the network connections between instructional coaches and teachers, as well as the epistemic frames observed during planning and debrief meetings. Additionally, the authors provide qualitative findings that complement and reinforce the quantitative results.

All data collection occurred via Zoom, and the class was in a hybrid modality, with some students attending class in person and some attending remotely via Zoom. This unique context could have impacted the epistemic connections surrounding technology and logistics.

This study provides a practical codebook for use in future studies that explores instructional coaching. Findings from this study can be used to inform instructional coaching decisions.

The ENA findings helped deepen the authors' understanding of how instructional coaches can support a first-year in-service teacher during planning and debrief meetings in several ways. Additionally, this study presents a unique context given the COVID-19 pandemic and the remote model of instructional coaching.

Entrepreneurial support organizations, such as business incubators and accelerators (BIAs), provide coaching as a core element of their service offering for startups. Yet little is known about how coaching creates value from the entrepreneur's perspective. This is an important issue given that entrepreneurship is recognized as a gendered phenomenon. The purpose of this article is to explore how the coaching services provided during incubation create value for men and women entrepreneurs.

Focusing on university business incubators, our comparative qualitative study of 18 men and women entrepreneurs takes a grounded theorizing approach, and draws abductively on entrepreneurial learning theory, to explore the dimensions of coaching services that support venture development and explain gender differences.

The emergent explanatory model suggests that venture development is supported by coaching service design (at the incubator level) and by coaching content and rapport (at the entrepreneur-coach dyad level). Gender differences were observed in the emphasis placed on accessibility of coaching services provided by the incubator and the guidance provided by the coaches. We theorize that these findings reflect differences in entrepreneurial learning.

To better support entrepreneurial learning, gender differences should be considered in both the design and delivery of coaching services.

Our findings provide deeper insight about how coaching services create value for entrepreneurs by revealing explanatory dimensions at two levels of analysis and theorizing the interrelationship between entrepreneurial learning, gender and venture development.

The purpose of this paper is to understand the growing popularity of coaching; a concept whose influence increasingly spans academic disciplines and institutional fields.

The paper makes sense of coaching by using actor network theory, an approach that seeks to understand how a phenomenon becomes macro social. By examining a wide array of historical documents it traces the characteristics that underlie the transformation of the coach from a technological object to a management concept. In doing so it outlines the fundamental characteristics of coaching.

Specifically coaching involves a post technological nature where performances often occur in extreme conditions that involve the reciprocal interdependence of bodies (teams). These performances may also be viewed as involving impurity, as amateurs who participated purely for the love of the game have usually paid coaches for their services.

While there is no denying the influence of coaching, little attention has been given to the history of this concept. This article provides an example of how the past frequently remains present and offers explanation for the popularity of coaching. In doing so it outlines a potential framework for consistently discussing the concept across organizational forms.

The goal of this qualitative study is to explore how different elements of the coach–coachee setting can affect the perceived outcome from coaching sessions by the coachee.

Using thematic analysis on 197 semi-structured interviews of bank executives, the authors suggest an evidence-based sequential model on how the perceived value of the coaching process might be contingent on four elements.

As a result of the exploratory analysis, the authors’ suggest that the coach's guidance, coach's reliableness, coachee's willingness and coachee's self-awareness can determine the coachees' perceived effectiveness or usefulness from their coaching sessions.

There is little empirical data regarding the coachee's perceived value. The current study attempts to fill the gap in the existing literature by considering the coaching outcomes with particular regard to the executive's perceived value of coaching. This research adds to the literature on how to deliver effective coaching in organizations and provides empirical evidence to practitioners on how coachees perceive value from coaching.

This paper aims to study implicitly the mediating role of entrepreneurial coaching between TQM soft practice and firm performance.

The data was gathered from 160 Tunisian-certified companies. The direct and indirect effect between TQM soft practice, entrepreneurial coaching and firm performance are shown using the structural equation modeling. It was performed using SPSS 20 software and AMOS 20 software.

First, TQM practices have a positive effect on entrepreneurial coaching. Second, entrepreneurial coaching has a positive effect on firm performance. Third, TQM soft practices have a positive effect on firm performance. So, entrepreneurial coaching may implicitly mediate the relationship between TQM soft practice and firm performance.

This paper helps the practitioner to understand how entrepreneurial coaching ensure TQM soft practice implementation and how entrepreneurial coaching affects firm performance.

To the best of the author’s knowledge, this paper presents an innovative approach since it is among the first research study that treats the relationship between entrepreneurial support and TQM soft practice implementation and especially the relationship between entrepreneurial coaching and the success of the TQM soft practices implementation.

Models are currently used extensively in the delivery of coaching. These models are used to give structure and form by coaches. The purpose of this paper is to present an alternative viewpoint of the impact of the use of models in the coaching relationship.

The approach taken has been to reflect on recent conversations across professional networks. The cooperative curiosity and questioning of some of our professional assumptions explores using models in coaching to enhances our practice, rather than limiting it. The paper acts as an exploratory prompt to question our practice and the role of the coach in the client/coach relationship.

The paper suggests that models are used, to a greater extent by the more inexperienced coaches to support their early practice. It is suggested that with greater experience, there is less reliance and use of format and recognised models. The paper proposes the more experienced coach provides “freedom without models” creating an alternative type of environment.

The implications of this paper are that if the authors are to grow and develop the practice and profession, there is a need to continue to research what current practice is delivering and offering the clients. The authors need to question if the early career coaches have the skills to meet the needs of the clients who engage them.

Researching our practice intends to will spark new ideas that may enhance the coaching practice and deliver the requirements of clients looking for development in a volatile and challenging corporate business world.

The purpose of this paper is to investigate the development of a workplace development programme (WPDP) targeting small and medium sized manufacturing enterprises (SMEs) by focussing on the people who acted as brokers providing cross-boundary connections between its collaborating partners.

The material, from interviews with 32 individuals and 11 meetings, was analysed in a boundary-crossing framework, which provided tools to reveal how the roles of brokers at different levels (operative, strategic and national) of the WPDP affected its development.

The findings indicate that cross-boundary connections were made by persons who acted as brokers within and between different levels of the WPDP. The brokers who provided cross-boundary connections between different levels of the WPDP were found to play the most important role for the prompt development of the WPDP.

Apart from unique empirical material depicting the development of a collaborative venture between national and regional stakeholders of the manufacturing industry, the value of this study is the attention given to the people behind the policymaking of publicly funded national WPDPs, revealing the complex business of developing policy-driven competence development activities to employees in SMEs.

The paper aims to examine the coaching relationship as a critical success factor in executive coaching. It also aims to set out the characteristics of a successful coaching relationship and how to establish it.

The basic proposition of this article is set out in the introduction – that the coaching relationship is not just a critical success factor, but arguably the critical success factor in successful coaching outcomes. From there, the characteristics of a successful coaching relationship are explored. The link is made to client‐centred counselling and to the influence of “Rogerian” thinking. Key characteristics of the coaching relationship such as rapport, trust, support and challenge are critically examined. Finally, the implications for coach training are set out.

The arguments presented here point to a need to shift the emphasis of coach training more strongly towards the coaching relationship.

A great deal of current literature about executive coaching is focused on models and techniques: this article challenges that approach and reminds the reader of the importance of the coaching relationship as a critical success factor in executive coaching.

The purpose of this paper is to examine school-embedded instructional coaching as a social activity situated within a new initiative. The coaches were in their first year of implementing new standards and curriculum policy in a large urban school district in the USA.

Using activity theory as a conceptual framework, this study was a qualitative inquiry into the experiences of 20 school-embedded coaches. Data were drawn from multiple interviews over the course of a year, with a total of 49 interviews and an end-of-year questionnaire from all participants.

The study found that within the initial year, coaches had to negotiate a variety of relationships that included the overall school context, teachers, principals and their own responsibilities. While negotiating these relationships, coaches utilized a variety of strategies to accomplish their goals.

All data are self-reported, and there is a limited sample size (n=20). While the sample size may limit generalizability, all coaches in the initiative were participants in the study. By including all coaches, this study had a more complete picture of coaching during its initial year.

This study offers some suggestions that help inform the professional development of coaches.

The present study expands upon the literature by exploring the broader relationships of coaching to other stakeholders. Rather than focusing specifically on the approaches or styles of coaching, this paper focuses on the work of coaches as a social endeavor. It resituates the role of coaches within their context and reframes our understanding of the nature of coach work.