Each year following our Annual Coaching and Mentoring Research Conference, now in its 21st year, we invite presenters to contribute to a Special Issue of the International Journal of Evidence Based Coaching and Mentoring. From this year’s event, we have 12/11 contributions from doctorate and Master's alumni and researchers across Europe and South Africa.
Saba Kiani’s submission on Coaching for Social Impact begins this edition, offering essential insights into coaches’ experiences of coaching for social impact and some of the intractable issues around this topic. Dr Andy Bird contributes the second paper, exploring the role of coaching and mentoring for charity CEO’s. Andy’s doctoral research provides salient insights into the worlds of charity leaders and the similar and different ways in which coaching and mentoring can support their demanding roles.
In our third paper, Dr Elizabeth Cross and Dr Janine Roberts reflect on their academic journeys as neurodiverse learners and draw upon their coaching expertise to explain how they navigated the challenges of doctoral studies. Dr Nelia Koroleva then provides insights from her doctoral study on executive coaching and how it can be understood and used as a leader/ship identity space. Coaching and leadership are also the focus of our fifth article from Simon Whitmarsh-Knight, where his research elucidates how coaching supports organisational leaders in contemporary VUCA environments. Our sixth article is a paper by Pendar Pazel, who examines client independence and integration and develops a conceptual model for termination. A rarely focused-upon topic within the coaching field.
Andy Nobes’ article is based on his Master's in Coaching and Mentoring dissertation investigation, where he explored relationship and reflection in AI coaching chatbot interactions. His work offers interesting conclusions about where the limits of AI coaching may lie. Our eighth article is provided by Dr Sebastian Fox, whose doctoral work identifies how team members and team coaches find coaching helpful. In contrast, Dr Brodie’s work examines how team coaching can serve as a catalyst for developing mindfulness in teams. Dr JP Cronje and colleagues’ article focuses on promoting entrepreneurial self-efficacy through integrating coaching and mentoring.
Our final paper comes from Gergely Horváth’s work on mentoring, which examines the challenges of mentoring and the role of mentoring supervision in supporting mentors in their evolving practice. We hope you enjoy this special issue and that you value the insightful research in these articles as much as we do.
With best wishes,
Dr Judie M. Gannon, Julia Papworth, Dr Ioanna Iordanou on behalf of the Editorial team
May 2025 International Journal of Evidence Based Coaching & Mentoring
