Little research has examined processes involved when coaching individuals with Attention-Deficit/Hyperactivity Disorder (ADHD). A mixed methods study surveyed 117 self-identified ‘ADHD coaches’ to explore the frequency of use and perceived effectiveness of varied communication modalities (in person, phone, video conferencing or a combination) as well as, reported here, coaches' views of the benefits and drawbacks of each. Fifteen key themes were identified in the qualitative data, including Focusing and Distraction, Managing Time, Convenience and Flexibility, and Nonverbal Observations, among others. Future research exploring client perceptions about the use of varied modalities would assist in further understanding this important aspect of coaching.
The career penalty for professional women who become mothers is well known, while research scrutiny of career decision-making itself appears to have been largely overlooked. This study explores the experience of six London-based professional women, using Interpretative Phenomenological Analysis (IPA) techniques to develop insights into the high-commitment behaviours which underpin female professional career identity; the effects of group norms, cultural messages and employer practices on women’s decision-making; and, the solitary experience of establishing new narratives as a professional mother. It develops insights and implications for organisations and the coaching profession, to better support new mothers with their career decisions.
This study investigated individuals’ preference structures for workplace coaching providers. Guided by questions about relative weightings of seven important coach(ing) characteristics (i.e., coach work experience/background/gender; coaching training; personal recommendations; client feedback; coaching cost), we carried out a conjoint analysis, using a mixed occupational sample (N = 383). In addition, we conducted linear regression analyses to determine the extent to which coaches’ perceived competence, likeability and trustworthiness might impact on individuals’ decision-making processes. Potential coachees favoured professionally trained coaches with four to ten years’ experience and a similar background to themselves, were female, and charged below average fees. Personal recommendations and existing client feedback further influenced potential consumers’ decision-making. Moreover, perceived competence was highly predictive of potential coach selection.
The coaching interaction regarding questioning is still under-researched. This study investigates clients’ behavioural responses to coaches’ solution-focused questions (SFQ), their effects on coaching outcomes, and coaches’ career-related attributes promoting SFQ. Using a mixed methods design, we applied longitudinal self-report and behavioural data for 23 coach-client dyads. Lag sequential analyses and regressions revealed coaches’ SFQ to elicit clients’ solution and self-efficient statements and the importance of coaches’ career adaptability for SFQ. Our findings contribute to the improvement of coaching and training programmes by providing practitioners with knowledge of micro level coaching processes. The possibility of coaches’ role modelling is discussed.
The study aimed to expand the understanding of the experience of people who self-identify their character strengths. The data came from semi-structured interviews held after a coaching intervention using strengths cards. Analysis using Interpretative Phenomenological Analysis (IPA) revealed four themes: Identifying strengths is instinctive, yet complex; experiencing the subjective self; identifying strengths is multi-faceted; and strengths are brought into awareness. The findings suggest that the lived experience of self-identifying strengths is complex and positive. This study may provide coaches and positive psychology practitioners insights about how strengths identification tools and interventions are experienced subjectively.
Women remain underrepresented in U.S. university presidential positions. Mentorship is a tool used to support women in gaining access to the position. In this qualitative study, eight U.S. women university presidents of public doctoral granting universities were interviewed about their mentorship experiences. Interviews were then coded and analyzed to understand the mentorship construct. Findings from the data show an interconnection between mentorship, informal relationships, and opportunity. Participants also gained greater support from male mentors versus female mentors, and from informal mentorship versus formal mentorship programs. Mentorship connected to opportunity is imperative in building the administrative careers of women leaders.
This study addresses how perceived mentor and protégé values affect negative mentoring, organizational commitment, job satisfaction, and perceived career success. Results indicate that protégés with mentors perceived to have self-enhancement values experienced more negative mentoring while protégés with mentors perceived to have self-transcendence values experienced less negative mentoring. Those who experienced negative mentoring had less organizational commitment, job satisfaction and perceived career success. It was also found that negative mentoring indirectly mediated between perceived mentor values and the protégé outcomes (job satisfaction, organizational commitment, and perceived career success).
Mentoring is often identified as a flexible practice that supports the socialisation of newcomers. Within international organisations high levels of managerial mobility creates specific issues in relation to expectations of serial socialisation. This article explores the forms of mentoring which Human Resource Management (HRM) executives’ advocate to help socialise managers in an international industry. In-depth interviews were utilised to identify the ways in which mentoring is used formally and informally to support the socialisation of managerial resources. The results highlight the contribution mentoring can make as part of the recurrent socialisation managers face, in particular where international companies require high levels of mobility. The implications for HRM practitioners and other executives are evident in the capacity formal and informal mentoring has to abet frequent socialisation, enhance managers’ professional networks and act as organisational glue. Further research is warranted on the exact…