Mentoring and Coaching in the Workplace
Given its developmental focus, JMP has attracted several articles on mentoring and coaching from a diverse set of authors. This special issue is interdisciplinary at its core: Mentoring and coaching research span multiple disciplines. Mentoring has a long and rich history of study within organizational science; coaching has emerged more recently as a featured topic. Despite their shared developmental characteristics, these two streams tend to follow parallel paths, with surprisingly little cross-reference among them. Mentorship practice has in many ways emerged from scholarship, having gained a solid foundation with cohorts of researchers dedicated to its advancement over a series of several decades. Coaching more recently emerged largely from practical discussions (with noted exceptions), and more recently has begun to gain a stronger conceptual/theoretical stronghold, supported by a body of emerging empirical evidence. Despite this, there exists a lot especially in the coaching realm that has stirred up a lot of discussion and practice but in many cases without the academic grounding from which mentoring has benefitted.
As related but distinct constructs, these two concepts have intertwined in a dance of discussions for years, but this dance may be likened to two awkward teenagers attempting to make their way across the dancefloor, each moving rhythmically to their own individual beat. The term coaching often appears in many mentoring studies as a characteristic of mentoring’s career support, and coaching literature often pays homage to mentorship, predominately as a means of attempting to differentiate the two. Multiple perspectives have been proposed through which we may critically reflect on and advance knowledge across these disciplines with reference to overlaps, interactions, and distinctions between the two constructs. Similarly, much attention has been paid to the notion of developmental networks in contemporary mentoring literature. Yet research on developmental networks has remained largely in the mentoring discipline with very little attention to the role that coaches may play as a part of these networks.
Coaching is popular. A 2022 report by IBISWorld reports that in the U.S. alone business coaching commands a market size of over $14 billion, employing approximately 113,374 individuals across 60,825 companies. And industry research shows that 74% of contemporary managers/leaders intend to invest in more hours of coach-specific training. With the number of coaches on the rise and growing demand for coaching from practitioners, it’s worth noting that many conversations are being held in this realm without reference to academic study – this is beginning to change, but it could use some propulsion. The majority of coaching practitioners are situated in techniques aligned with “nondirective coaching,” a facilitation that involves energizing a coachee to exercise their own ideas and solutions rather than the more directive, “telling” approach of traditional mentoring. Moreover, there have been calls by mentoring scholars for mentoring to become more adaptable in authentic and situated manners associated with the coaching process. Thus, the literature is curious about opportunities for these two constructs to co-enrich one another, and it is the purpose of this Special Issue to begin to address these considerations.
List of topic areas
- Exploring mentoring and coaching as specialized forms of leadership.
- Moving toward a better understanding of the overlaps, interactions, and distinctions between workplace coaching and mentoring.
- Building the commonality of coaching relationships as an integral part of one's developmental network.
- Developing an updated understanding of what it takes to build and sustain a learning, mentoring, and coaching culture.
- Moving toward situated, authentic forms of mentoring, drawing on components familiar to the coaching process
- Enhancing the emergent research on workplace coaching by drawing on theories familiar to the longer-standing academic work on workplace mentoring
- Focusing on the co-creation of mentoring and coaching within and across developmental relationships and broader developmental and learning cultures
- The mentee's and coachee's role in mentoring and coaching relationships.
- Selecting a mentor or coach / mentee or coachee.
- Mentoring and coaching for individuals at various career stages.
- Issues of diversity in mentoring and coaching.
- International and cross-cultural related to mentoring and coaching.
- Offering critical perspectives on workplace coaching and mentoring.
- Outlining the state of the science on workplace mentoring and coaching and an agenda for future research.
Frankie J. Weinberg, Loyola University New Orleans, U.S.A, [email protected]
Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://mc.manuscriptcentral.com/jomp
Author guidelines must be strictly followed. Please see: https://www.emeraldgrouppublishing.com/journal/jmp
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”.
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.
Submissions of full articles and research briefs are welcome.
Opening date: 1st of September 2022
Closing date: 31st of January 2023