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This chapter offers an original conceptualization of co-mentoring – situated in the wider literature – together with evidence of its impact and factors facilitating impact across applications of co-mentoring in transnational schooling contexts. Co-mentoring is an alternative to more traditional, hierarchical, and unidirectional approaches to mentoring in education. Extending the extant literature on collaborative mentoring (or “comentoring”), co-mentoring is a collaborative, compassionate, and developmental relationship – informed by specific approaches to mentoring and coaching – that is intended to support participants' professional learning, development, effectiveness, and well-being, and potentially improve their workplace cultures. Detailing three different applications of co-mentoring across the United Kingdom and United States, the chapter evidences the realization of these intended outcomes (professional learning, etc.), and highlights factors found to be instrumental in facilitating the positive impacts of co-mentoring. We end with recommendations for undertaking research and practice that build human and organizational capacity through co-mentoring. A takeaway is that intentional approaches to co-mentoring can have value for participating parties and broader impact, as well as wide applicability.

International educational research has shown that high quality coaching, mentoring, and induction for beginning teachers can enhance development and retention of highly effective teachers and, ultimately, increase student success. In Canada, like many jurisdictions, teacher induction programs have grown in popularity as a means to support beginning teachers, yet programs vary greatly in terms of delivery and effectiveness. This chapter presents the findings from a qualitative case study that examined one bespoke teacher induction program in the Western Québec School Board (WQSB). Specifically, it reports on the experience of mentor–coaches (MC) who are part of the school district’s Mentoring and Coaching Fellowship (MCF). In the district, mentoring and coaching are viewed as distinct, yet interconnected components of an effective induction program. In the WQSB, teaching fellows and MCs learn together in a social and situated context (Lave & Wenger, 1991) as they focus on four key elements: the practice of teaching, navigating school and district culture, what it means to be a teacher, and the formation of a teaching identity. Research has shown effective coaching and mentoring programs not only enhance teaching and learning, but also they offer powerful benefits to veteran teachers. With mentoring and coaching practice highly diverse and inconsistent depending on the quality of the relationship and the context, it is clear that effective selection, support and professional learning and development for MCs is essential. This chapter examines the strengths and challenges of the school district’s Mentor–Coach Professional Learning Network (MC PLN) from the perspective of network members. Data collected from questionnaires, focus groups and semi-structured interviews were abductively analyzed with and against Brown and Poortman’s (2018) five supporting conditions for effective PLNs. Study findings indicated that the MC PLN offers valuable professional learning and development for participants and is a critical feature in a powerful induction program that also focuses on “growing the top.” However, challenges also emerged that highlight the need for the district to ensure ongoing attention to the PLN’s structure and processes in order to sustain MC motivation, engagement, and commitment.

Generally, theory and research investigating the effectiveness of mentoring has offered little resounding evidence to attest to mentoring programmes being a strategic initiative that make a real difference in reducing the educational inequities many minority students endure. In contrast to this existing research base, the Australian Indigenous Mentoring Experience (AIME) has often been cited as one of the most successful mentoring initiatives within Australia. It is the purpose of this chapter to examine how AIME may impact on the educational aspirations and school self-concept of Aboriginal and Torres Strait Islander students.

A series of multi-group analyses were centred around Confirmatory Factor Analysis (CFA) and structural equation modelling techniques that sought not only to explore the psychometric validity of the measures utilized within this study, but also to identify how the measures may be related after accounting for background variables (e.g. gender, parental education).

The results found that the measures utilized held strong psychometric properties allowing an increased level of confidence in the measures used and the conclusion that may be drawn from their use in analyses. Overall, the results suggested that AIME is an effective tool for increasing not only the educational aspirations of Aboriginal and Torres Strait Islander students but also their levels (and utility) of School Self-concept and School Enjoyment.

The implications suggest that not only is AIME an essential tool for closing the educational gap between Aboriginal and Torres Strait Islander and non-Aboriginal students, but also our understanding of mentoring must be extended well beyond simplistic notions of role-modelling.

Despite the rapid growth of executive coaching in the business world and nascent interest in education, there is no solid research base around how coaching impacts leadership. Following the development of analytical case studies of coach and school leader dyads, we use causal process analysis to trace the complex pathways in which coaches impact leader development. In this process, we attempt to move beyond lists of traits and activities of effective coaching practice to develop a theoretical framework layered with thick description of leadership coaching situated within the context of a high poverty mid-sized urban school district. Findings include insights into the structures and practices that promote strong trusting relationships between the coach and coachee, how this relationship is central to deepening the impact of the coach’s work, and how co-leading provides the means of both modeling and guiding leaders toward personal and school improvement.

The aim of our research is to examine network of support persons of the students from marginalized Roma communities in Czech Republic, Hungary, and Slovak Republic. By conducting a qualitative analysis of the examples of good practice, that is, students who have managed to successfully study at a university despite their difficult family backgrounds, we have surveyed the type of support the students received during their studies and the persons who supported them at individual education levels. In the research part, we also analyze the factors which had an impact on the development of their resilient personality and the sources of support which helped them overcome barriers during their studies. The primary support persons were the members of their nuclear families whose emotional, informational, instrumental, and appraisal support was particularly crucial at the primary school. At the next education levels, especially important for respondents was the emotional support they received in the form of encouragement and improvement of respondents’ self-confidence. Teachers are mentioned in the narratives of our respondents as persons engaging in their support and education at the primary and the secondary school. Their supportive influence fades away at the university, which is a pity for our group of students because it is the university environment which is completely unknown to them and so they must rely on the help of peers. A good strategy applied particularly in Hungary is the creation of support groups led by a lecturer-mentor for students coming from marginalized Roma communities which help them during the first days at university. School achievements of respondents were also influenced by other persons who helped them at all levels based on personal sympathies and the established relationships. At the beginning, such persons occur in their life narratives incidentally, but later respondents learned to actively build networks of support relationships as part of their resilient behavior.

In this chapter we used a content analysis process (Sanzo, 2012) on select 2010 and 2013 funded grant projects that focus specifically on leadership preparation and development in small and mid-sized urban school districts. The purpose of this analysis was to better understand how School Leadership Program (SLP) grant projects approach leadership preparation and development in small to medium-sized districts. Specifically, we explored how and in what ways did these grant-funded partnerships propose to recruit, structure partnerships, and mentor/coach participants. We discovered that SLP projects in this analysis utilize innovative means of recruiting and selecting program participants in a variety of ways, do not utilize a “one-size-fits” all model in their approach to preparing and developing school leaders, and employ authentic partnerships utilize a variety of collaborative mechanisms.

Mentoring is an intense relationship between a senior experienced individual who is the mentor and a less experienced individual who is the protégé. Mentors provide counselling, guidance, advice, support and feedback for the protégé's personal and professional development. With the well-being of the family as the central issue in family firms, mentoring is often seen to be akin to a parent–child relationship. In Bangladesh, paternalistic and informal parental mentoring is the norm for grooming children both morally and professionally. Using six caselets of large family firms of Bangladesh, this chapter provides insight into the paternalistic style of mentoring, and also the generational differences in mentoring between the firm's owner and his successor.

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a distinctive understanding of talent management (TM) innovations in the international hospitality industry.

Methodology/approach: It achieves its aim through identifying and analysing current mentoring initiatives operating in the international hospitality sector, and scrutinises how they provide a sector level approach to TM challenges.

Findings: Industry level mentoring initiatives emerge as TM innovations connecting employees within networks across the international hospitality sectors. Mentoring creates bonds and bridges between senior and junior employees beyond their own workplaces, connecting them to the industry and supporting TM by enhancing the identification of opportunities and the recognition of talent. These initiatives also act as learning communities where contemporary TM dilemmas can be explored by participants from diverse backgrounds and between generations.

Research limitations/implications: The findings rely on the identification and exploration of publically available data, and therefore future primary data collection would yield richer insights into the experiences of stakeholders of these mentoring initiatives as TM innovations.

Social implications: Mentoring initiatives can exemplify innovative ways of supporting TM and addressing diversity and inequality issues in fragmented and dispersed sectors, such as the international hospitality industry.

Originality/value of paper: The exploration of contemporary mentoring initiatives in the international hospitality industry identifies the value of cross-industry TM innovations stretching beyond stakeholders, such as educators, employers and policy-makers. It identifies mentoring initiatives as mechanisms for creating bonds and bridges between those industry aspirants at various career stages where diversity and inclusion may be a challenge in a fragmented and dispersed sector.