Multimodal care, including Attention deficit/hyperactivity disorder (ADHD) coaching, is considered optimal in ADHD treatment. Still, little research has explored the topic of interprofessional communication and collaboration for this population. Following COREQ guidelines, this report of focus group research identifies attitudes and experiences of ADHD coaches regarding communication and collaboration with other professionals in support of their clients. Key themes in the data suggest a perception that collaboration is important but that there are barriers to overcome. Interprofessional learning opportunities, training in collaborative approaches, and research on varied professionals’ perspectives related to collaboration might all enhance optimal support for individuals with ADHD.
This paper examines how the field of coaching has grown in organisations and allows them to create a culture based on a coaching approach. The current elements of coaching culture and opportunities for culture enhancement of a specific non-profit organization are examined. Implications for enhancing a coaching culture are also discussed.
The focus of the research was to search for and identify theory and practical constructs to guide the creation of a model for manager-as-coach to assist employees and the manager to improve knowledge and competence. At the same time the proposed model is aimed at stimulating a commitment relationship between manager and employee. Contributions the article makes are provision of a structured learning tool that increases the manager’s repertoire, a focused approach serving learning and growth needs of employee and manager, and a deliberate means for experimentation with the enhancement of perceived commitment for both participants.
How to best support new teachers through the beginning years of their careers and thus to increase new teacher retention is an important question. To explore the predictor variables for new teacher retention from the perspective of effective teacher mentoring practices, multinomial logistic regression was applied in the secondary analysis of the restricted-use data of the Beginning Teacher Longitudinal Study (BTLS). The analysis identified both predictive and non-predictive mentoring practices for new teacher retention, which provides important insight for school leaders and policy-makers in regards to designing effective induction programmes to better increase new teacher retention.
Executive coaches need to add value to leaders in uncertain organisational contexts. One way would be to support leaders with their personal uncertainty by encouraging adaptive responses. This qualitative study, using Interpretative Phenomenological Analysis, explored leaders’ lived experience of personal uncertainty through interviews, to identify leverage points for executive coaching. Since personal uncertainty energises sensemaking and identity work, the inter-related theoretical lenses of sensemaking and leader identity work, currently scarce as lenses informing executive coaching practice, were used to interpret the findings. Implications for executive coaching are outlined and include facilitating leaders’ identity work, particularly their sensemaking, towards adaptive identity development.
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