Ads
related to: models of coaching and mentoring strategiesassistantmagic.com has been visited by 100K+ users in the past month
Search results
Results from the WOW.Com Content Network
Coaching psychology is a field of applied psychology that applies psychological theories and concepts to the practice of coaching.Its aim is to increase performance, self-actualization, achievement and well-being in individuals, teams and organisations by utilising evidence-based methods grounded in scientific research. [1]
Landsberg also published it a few years later in the 1996 first edition of his book The Tao of Coaching. [5] Elsewhere Whitmore said that the model had been in use for some time before it was given the name GROW. [6] Alan Fine's 2010 book You Already Know How to Be Great claimed that Fine had codeveloped the model with Whitmore and Alexander. [7]
Cloning model: The mentor teaches the learner as if they were a clone of the mentor. Nurturing model: The mentor assumes a parental role to create an open, supportive environment where the learner can learn and try things themselves. Friendship model: The mentor acts more as a peer "rather than being involved in a hierarchical relationship".
Self-mentoring draws on organizational skills that we all recognize yet often forget we possess until needed. Self-mentoring builds confidence in one's ability to lead. After all, it is one's life; one should lead! Self-Mentoring Model (The following chart illustrates the steps involved in all four levels of self-mentoring. [1])
Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring by focusing on specific tasks or objectives, as opposed to more general goals or overall development. [1] [2] [3]
“Mentoring is likely to be marked by both positive and negative experiences over time.” One positive effect of workplace mentoring is that mentoring helps reduce stress and workplace burnout. [3] This allows the new employee to perform better in their careers. As a result, new employees typically learn different roles through their transition.
The first three, modeling, coaching, scaffolding, are at the core of cognitive apprenticeship and help with cognitive and metacognitive development. The next two, articulation and reflection, are designed to help novices with awareness of problem-solving strategies and execution similar to that of an expert.
The 70:20:10 model for learning and development (also written as 70-20-10 or 70/20/10) is a learning and development model that suggests a proportional breakdown of how people learn effectively. It is based on a survey conducted in 1996 asking nearly 200 executives to self-report how they believed they learned.
Ads
related to: models of coaching and mentoring strategiesassistantmagic.com has been visited by 100K+ users in the past month