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Volume III Issue 1, August 2005

The International Journal of Mentoring and Coaching

Volume III Issue 1, 08/2005


Welcome to the fourth edition of The International Journal of Mentoring and Coaching. Please keep your papers coming! We are always pleased to received papers and happy to offer encouragement to new authors as well as a home for more established authors. The IJMC has a wide readership within the mentoring and coaching community and contributes to sharing best practice, exploring ideas and developing new knowledge and insights into mentoring and coaching. So, switch on the computer and start writing!

The journal has two main sections: Reviewed Section and Practitioner Section. The Reviewed Section has three categories:

  • A Personal View
  • Research Based
  • Debate

And the Practitioner Section also has three:

  • Professional skills
  • Cases of practice
  • Issue Focus

The Reviewed Section rigorously follows the conventions of all academic journals in the form of double blind peer review and Harvard style referencing. While the Practitioner Section is subject to rigorous editorial review. Both Sections provide good quality writing and interesting comment.

We also welcome book reviews.

In this edition, we have collected a range of international papers representing a cross-section of sectors. We have two papers from consultants working in business, a manager working in the UK Health Service, and a paper from two academics.

The IJMC welcomes papers from all aspects of mentoring and coaching and aims to be truly representative of the wider mentoring and coaching community. In this way, it becomes possible to learn from a range of experiences in different sectors. We are particularly interested in authors who wish to take a constructively critical perspective on the issue they are writing about.

The last edition focussed specifically on the evaluation of mentoring and coaching. This edition returns to a variety of issues and themes although we do have two papers that look specifically at issues relating to women’s career development using mentoring and coaching.

One of these, in the Practitioner Section is from Denmark and looks at a scheme to help develop and promote leadership development and career progression among a group of women. The paper, Women & Leadership – A Development programme in Denmark by Kirsten M. Poulsen presents the aims of this scheme as:

– to:

  • create a learning arena for the mentees to clarify their own ambitions about taking on more leadership responsibility – preferably to move into top management
  • develop the leadership qualifications of the mentees through personal development and insight into theories and tools
  • give the mentors more insight into and skills for becoming board members of companies in the area
  • encourage networking among all the participants for their further career development

The case study discusses the development of the programme, its implementation and offers some helpful insights into some of the challenges involved and how they were resolved.

The other paper that relates to women in the workplace is in the Reviewed Section and is from Limerick University in Ireland. The paper, Informal Mentoring: A Source of Indirect Entry to Informal Male Networks? by Christine Cross and Mike O’Brien discusses issues relating to the glass ceiling. The study suggests that through informal mentoring arrangements with men, some women were able to gain indirect access to male dominated networks in order to enhance their career prospects.

The paper GROWing Service Improvement within the NHS by Jane Robinson in the Practitioner Section offers three live case examples of coaching for service improvement. The paper concludes that coaching and in particular, the application of the GROW model has contributed to leadership development, helped improve staff retention in high staff turnover jobs, empowered staff and contributed to service delivery improvement.

The fourth paper An Internal Model of Coaching – a single site case study by Eunice Aquilina in the Reviewed Section is a case study of the internal coaching work within the BBC. The research considers Executive Coaching and evaluates the appropriateness of the Kilburg Model of Coaching Effectiveness when applied to the internal coaching process.

We also have a review of Presence: Exploring profound change in people, organizations and society by Senge et al.


Thank you to all our contributors. We believe that there is plenty to think about in this edition and we hope that you enjoy reading it as much as we did.

Please do email us and say what you think about this edition. We will be pleased if you think it’s great and if you don’t, please let us know 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(dot)uk).

Bob Garvey and Alison Carter

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