Welcome to the second edition of The International Journal of Mentoring and Coaching.
The journal has two main sections: Academic and Professional. The Academic Section has three categories:
And the Professional Section also has three:
The academic section rigorously follows conventions of all academic journals in the form of double blind peer review and Harvard-style referencing, while the professional section is subject to rigorous editorial review. Both sections provide good quality writing and interesting comment.
We also welcome book reviews.
In this, our 2nd edition, we have collected a range of international papers representing a cross-section of sectors. We have papers from consultants working in businesses, practicing managers, academics and students. We also have a couple of book reviews.
The IJMC welcomes papers from all fields of mentoring and coaching and aims to be truly representative of the wider mentoring and coaching community. We believe that this is important as it can be only too easy to focus on a particular sector and therefore miss out on the rich learning that can be gained from the experiences and view points of people working in other sectors. We are particularly interested in authors who wish to take a constructively critical perspective on the issue they are writing about.
There are many challenges facing the mentoring and coaching community regardless of the sector. It is interesting to note that many of the issues facing schools, for example are very similar to those facing business. Issues such as:
to mention but a few! The IJMC welcomes papers on all these issues and any others not mentioned. For the next edition, we are looking to explore one of this issues in depth and so we are calling for papers for the next edition on evaluation.
The Papers – Academic Section
We have two papers this time. One is from Tatiana Bachkirova of Westminster Institute of Education and Elaine Cox of Oxford Brookes University. This paper discusses some of the tensions between coaching and counselling. Bachkirova and Cox present and interesting descriptive model of coaching and counselling which helps to highlight both the similarities and the differences between the two helping activities. They conclude with another descriptive model for coaching which aims to integrate counselling theories and coaching practice.
The second paper from Bob Garvey and David Megginson of The Mentoring and Coaching Research Unit at Sheffield Hallam University, was originally part of a paper presented at a recent EGOS conference. It explores the notion of ‘desire’ within mentoring by drawing on ancient texts and modern research. On the assumption that we are products of our history, this paper offers some powerful insights into modern concepts of mentoring (but I’m biased!).
The Papers – The Professional Section
The first paper in this section is from Vincenzo Libri. Vincenzo is completing a Masters programme at the University of South Australia. This paper is a response to the Dembkowski and Eldridge paper which was published in the first edition of IJMC. The paper offers some interesting critique of current coaching models and offers an alternative perspective.
The second paper written by two people from the UK, Bill Barry and John Blakey, starts by defining the term coaching as the others perceive it. They the offer two case studies taken from their corporate world. Barry and Blakey pose a number of questions relating to organisational culture and explore possible answers to these as the text unfolds.
The third paper from Zulfi Hussain of the UK offers us insights into the e- mentoring scheme within British Telecom. The paper describes the design and operation of the scheme with some helpful comments of the lessons learned and the benefits gained.
Our fourth paper is by Kirsten Poulsen from Denmark. It is a clear discussion of the mutual benefits that can be gained from mentoring activities. The article reminds us of the power of mentoring by describing a range of potential benefits for both mentors and mentees.
The fifth paper is corporate case study by Tim Sweet. It is a detailed description of the challenges and issues found in leadership development the drinks company, Britvic. Here coaching and coach developed plays a crucial role in supporting and enabling change. The article contains a number of interesting quotes from participants.
Sarah Duffy reviews The Heart of Mentoring: Ten Proven Principles for Developing People to Their Fullest Potential by David Stoddard with Robert Tamsey. Mean while David Megginson looks at Performance Coaching: The handbook for managers, H.R Professionals and coaches by Angus McLeod
Thank you to all our contributors and reviewers. We believe that there is plenty to get your teeth into in this edition and we do hope you enjoy the challenge!
Please do email us and say what you think about this first edition of the e- journal. We will be really pleased if you think it’s great and if you didn’t, please let us now why. If this edition has inspired you, why not write something yourself and send it in the first instance to Bob Garvey r.garvey(at)shu.ac.uk.
Bob Garvey and Alison Carter
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