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The purpose of this paper is to focus on teacher coachees’ perceptions of why some coaching goals (selected by coaches or coachees) were more achievable than others and how this knowledge might advance a coaching culture that has the potential for sustainable improvements to teaching and learning.

As educators, the authors took a constructivist approach to grounded theory because the authors believe learning is socially constructed. The relationship between coach and coachees is underpinned by their constructed meanings and co-constructed learning. constructivist grounded theory (Charmaz, 1996) requires researchers not to start with a theory or hypothesis but to engage with data in a manner (coding, categorising, theorising) that allows for a theoretical understanding to emerge. In total, 22 teacher coachees from one school participated in this research. They were asked to complete an online questionnaire about their coaching experiences, speculating about why some goals (related to improving student reading, writing, speaking and listening, and math) were more achievable than others. One of the researchers had been a coach in the school, but not at the time of the research. Nonetheless online questionnaires were used as they offered teacher coachees anonymity to share their lived experiences (Charmaz, 2006). This data collection method also assisted in limiting accidental leading by an interviewer (Charmaz, 2006).

The investigation into longitudinal coaching (one to six years) indicated how coachees positioned themselves or peers, when reflecting on and seeking to establish why some coaching goals were more achievable than others. Coachees clustered around one of the following themes: Pragmatic I, Pragmatic We, Student Driven, Team Driven, Data Driven, Research Driven. Theorising within and across themes highlighted that while coachees shared the same concerns, they differed in terms of how much they each focused on them. This allowed the authors to gauge the intensity of the concern (dominate, moderate or slight) for each participant. Notwithstanding the overlap, the seventh theme (temporality) serendipitously aligned with their exposure to coaching. Differentiated models of coaching appears to be a way to establish a coaching culture as multiple models could be responsive to divergent coachees’ learning needs. In doing so it is more likely to support sustainable improvements in teaching and learning.

The sample size (n=22) was appropriate for an in-depth analysis which allowed an understanding of coaching from the coachees’ first-hand experiences although it does limit generalisability. Another limitation is that coachees were not asked about teaching experience, hence the relationship between years of teaching and coaching exposure was not analysed. This is something that the authors feel now needs to be included in further research. Implications of the findings are that instructional coaches within schools may need to be more cognisant of the developmental stages and therefore differentiated needs of teacher coachees. This is particularly so if the aim is to promote sustainable pedagogical improvement.

This is a case study of the effects of longitudinal coaching (one to six years) in a school where all teachers are involved in being coached.

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic.

This paper is conceptual based on theory with literature review.

Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching.

Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching.

This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.

The purpose of this paper was to determine what experienced school leaders learned through participating in a three-year leadership initiative, called the Leadership Learning Community (LLC), that helped them coach less experienced leaders to lead school improvement efforts.

Data were collected and analyzed using a qualitative design throughout the three-year initiative.

The findings indicate the LLC leadership coaches learned to accept and navigate the leaders' developmental and contextual needs, practiced and honed their coaching skills and recognized their own developmental needs.

These findings address the paucity of research on leadership coach learning and development.

The purpose of this paper is to investigate factors impacting successful coaching of expatriates.

Data were gathered from 25 semi-structured interviews of coached expatriates, coaches and HR professionals. Interpretative Phenomenological Analysis was used to analyze and interpret the data.

Altogether, 16 factors impacting expatriate coaching success were identified. They were categorized with respect to the four-quadrant framework of Wilber. The findings suggest, for example, that coaching success is impacted by: from the coach and coachee as individuals perspective, international experience of the coach; from the coaching relationship perspective, coaching language and managerial leadership style; from the behaviors, processes, models and techniques perspective, a clear contract with objectives and evaluation, and challenging behavior of the coach; and from the systems perspective, organizational support.

Coaching processes, tools and techniques should be adapted to the needs and situation of the assignee. It would be beneficial if organizations ensured that their coaches are internationally experienced and that their managerial leadership style supports coaching. Coaching should be clearly defined and contracted with goals and evaluation. Coaching tools and techniques suitable for international coaching should be added to coach-training programs.

Given the paucity of expatriate coaching research, and the fact that expatriation continues to be a key component of the international management field, this paper contributes to coaching and expatriate research by identifying factors that give expatriate coaching success and by analyzing and presenting them using Wilber’s systemic four-quadrant framework.

Coaching is a widespread form of human development that has grown considerably in recent years. However, it is not well understood in entrepreneurship and small and medium-sized enterprises (SMEs) and little is known about the success factors for coaching in SMEs. Thus, this article presents a theoretical framework for coaching SMEs. The paper reports on a study carried out to develop and validate a coaching model for entrepreneurship in SMEs.

A mixed methods approach was undertaken in SMEs in the Iranian pharmaceutical industry. Confirmatory factor analysis (CFA) was used to confirm the samples and the model's dimensions.

The results show five chief constructs of the entrepreneurial coaching model. In particular, the authors determine the importance of early goal setting and identify the essential characteristics of an effective entrepreneurial coach.

Firstly, the data relied solely on the pharmacy industry in Iran, indicating a need for future studies to explore coaching programs across various industries and countries. Additionally, a quantitative aspect of the research involved participants answering questionnaires based on their perceptions. This subjective nature introduces a potential for inaccuracies in participants' perceptions and expectations. Furthermore, the inherent bias of program stakeholders may have led to exaggerated responses. To mitigate these issues, it would be beneficial to conduct experimental and longitudinal research, which could address these concerns more effectively.

By utilizing a theoretical framework, the authors goal is to define the essential features of coaching in SMEs and compare it to other developmental interventions to highlight both commonalities and distinctions. This approach addresses the recent suggestions in coaching literature to distinguish coaching practices tailored for particular groups, specifically entrepreneurs involved in SMEs.

This study contributes to understanding the essential features for successful entrepreneurial coaching in SMEs.

The purpose of this paper is to identify a set of principles that are necessary to overcome the challenges that inclusion coaches encounter with teachers as they transition into an inclusive service delivery model.

Online written reflections of 13 inclusion coaches (K-12) who were a part of a larger, mixed-methods research design are the primary data source. For the two years of the project, the inclusion coaches provided bi-annual reflections, each with 7-11 entries. The reflections were downloaded, coded, collapsed, and thematically presented as the inclusion coaches’ perspectives for supporting teachers’ inclusive classroom practices.

The findings are presented as six principles for the process of coaching teachers for inclusion: pre-requisite: teachers’ receptivity; process: from building trust to collaborating and reflecting; precipice: tension between knowledge and beliefs; promotion: administrative support; proof: evidence of change, impact, and capacity building; and promise: future of the role.

These six principles of coaching for inclusion offer considerations, conditions, and guides for inclusion coaches that are striving for fully inclusive classrooms in their jurisdictions. With a view to future practice, the six principles are reiterative as they should be revisited each time a coaching interaction is initiated in a school site and with a classroom teacher.

As a conclusion, a conceptual model is offered. This spiraling staircase displays the conditions that exist prior to coaching and during coaching interactions and considerations for coaching sustainability.

The purpose of this study was to explore how teacher coaching was implemented across eight schools.

A subjectivist epistemological position was adopted as the most appropriate for this study, and a qualitative approach to methodology, data collection and analysis was used within an evaluative multiple case study framework in order to investigate three research questions.

The findings indicate coaching has the potential to provide schools with a professional learning approach that allows staff to explore a wide variety of challenges of practice. However, inconsistencies in perceptions, staffing and coach development mean positive outcomes for students may not be guaranteed.

One limitation of this study is that it provides a snapshot of teacher coaching in relation to a specific group of schools in a constantly changing New Zealand context.

School leaders implementing teacher coaching programmes are encouraged to consider how they will evaluate whether their programmes are changing teachers’ practice and improving outcome for students. School leaders should also plan how to manage changes in personnel.

The findings show the concept of teacher coaching is a social construct influenced by the unique environmental context and individual perceptions of those involved, leading to variations in its application.

This study provides new knowledge in relation to the challenges that can be experienced when implementing teacher coaching across a community of schools.

Coaching in higher education has become increasingly common across the United States. Our qualitative study explores the perceptions of coaches and advisors, as they consider academic coaching as a role distinct from academic advising.

Our study adopts a qualitative research approach. Two focus groups were conducted with 14 coaching and academic advising professionals.

Our findings identify at least three major themes when considering academic coaching as a role distinct from academic advising: (1) Potential role overlap, (2) Caseload disparities and (3) Philosophical differences. The indiscriminate use of the title of “coach” contributed to confusion, ambiguity and tension.

Without a clear understanding of the coach role as a distinct type of support in higher education, confusion and ambiguity are likely to continue.

No studies have explored the perceptions of coaches and advisors, as they consider academic coaching as a role distinct in the United States.

Recent debates within the literature and amongst practitioners of coaching have been focussed on defining the scope and practice of coaching as a form of organizational intervention that can facilitate organizational and individual change. The purpose of this paper is to contribute to the debate about what coaching is by reviewing an emerging comparative conceptual framework of coaching as a form of practice for management and organizational development.

The framework was developed through an exploratory study involving a focus group of practitioners in coaching and management. The overall approach to this study blends a conceptual consideration of the practice of coaching with the results gained from a focus group. The study uses cognitive mapping, thematic grouping and content analysis to seek to define the key characteristics of coaching in comparison to other forms of management practice.

A framework of “meta‐categories” of management practice are identified and the role and processes of coaching is compared in relation to these. Results from the study suggest that coaching adopts a holistic approach to management and organizational development and that certain key characteristics can be identified that differentiate it from other forms of management and organizational development. Results also open the way for research into forms of coaching required to facilitate and support whole systems change.

The framework could be of use to managers in assessing whether a coaching‐based approach to promoting and managing change is appropriate and what processes it involves.

This collective case study investigated the ways in which coaching supports teacher change. Specifically, the purpose of this paper is to consider what types of feedback are best at what times in the coaching process and how coaching supports teachers’ application of learning to differing contexts.

The study was conducted over an 18-month period in three settings: a university reading clinic and two schools. Participants were a coach and two in-service teachers enrolled in a literacy specialist master’s degree program. This qualitative study included observational field notes, interviews, lesson plans, and teacher reflections as primary data sources.

Findings suggest a model for coaching that acknowledges the learner’s previous knowledge and experience and continuously gauges support to stay within the ever-escalating zone of proximal development. Specific coaching moves that vary by degree of scaffolding are identified, namely: modeling, recommending, asking questions, affirming, and praising.

This study clarifies the varying roles that coaches may play and how these roles change over time. Additionally, the model has implications for how coaching might change based on variability among those being coached.

The Gradual Increase of Responsibility Model has potential to guide coaches as they engage with mentees to improve instruction.