8617-700 Assignment Example

8617-700 Developing leadership and management capability through Enquiry aims to help learners understand the principles and practices needed for effective coaching and mentoring at an executive or senior level.

Assessment Questions

Task 1

AC ​​1.1 Include a critical comparison of the strategic purpose of coaching to the strategic purpose of mentoring and the rationale for using coaching or mentoring at an executive or senior level.

To answer this question, compare the purpose of coaching and mentoring and explain why they are used for senior or executive leaders:

1. Strategic Purpose of Coaching:
   • Coaching is focused on improving specific skills, performance, or achieving particular goals.
   • It is short-term and task-oriented, helping leaders address challenges like decision-making, communication, or leading change.
   • Example: A coach may work with an executive to develop stronger presentation skills for high-stakes meetings.
2. Strategic Purpose of Mentoring:
   • Mentoring is broader and long-term, focused on personal and professional development.
   • It often involves sharing knowledge, experience, and guidance to help leaders grow in their careers.
   • Example: A senior leader might mentor an emerging leader to help them navigate complex organizational politics.
3. Key Differences:
   • Coaching is structured and goal-focused, while mentoring is more relationship-driven and holistic.
   • Coaches are often external professionals, while mentors are usually experienced individuals within the organization.
4. Rationale for Using Coaching at an Executive Level:
   • Helps senior leaders address immediate challenges, like adapting to a new role or improving leadership style.
   • Provides tailored support to boost performance in high-pressure roles.
5. Rationale for Using Mentoring at an Executive Level:
   • Offers long-term career support and guidance from someone with experience.
   • Helps leaders build networks, develop a vision, and navigate strategic responsibilities.

Both coaching and mentoring are valuable for senior leaders, but the choice depends on whether the focus is on achieving short-term goals (coaching) or long-term development (mentoring).

AC 1.2 Provide a critical review of the organisational context, strategy, culture and conditions required for effective coaching or mentoring at an executive or senior level.

To answer this question, review the key elements an organization needs to ensure effective coaching or mentoring for senior leaders:

1. Organizational Context:
   • The organization must value development and see coaching and mentoring as essential for growth.
   • Leadership support is crucial to show it’s a priority. For example, leaders should actively participate in and promote these programs.
2. Organizational Strategy:
   • Coaching or mentoring should align with the organization’s goals, such as improving leadership skills, driving innovation, or managing change.
   • For instance, if the strategy focuses on digital transformation, coaching can help leaders develop skills to lead this change effectively.
3. Organizational Culture:
   • A positive, open culture where feedback, trust, and learning are encouraged is essential.
   • Leaders should feel safe to share challenges and seek support without fear of judgment.
   • Example: A culture that values collaboration will support mentoring relationships.
4. Organizational Conditions:
   • The organization needs resources such as time, budget, and access to skilled coaches or mentors.
   • Structured programs, clear goals, and regular evaluations ensure effectiveness.
   • Example: Providing senior leaders with scheduled sessions and measurable outcomes for coaching or mentoring.

Critical Review:
If the organization lacks trust, support, or alignment with strategy, coaching or mentoring will not be effective. For example, if the culture is overly hierarchical, leaders might be hesitant to participate openly. Addressing these gaps is essential for success

AC 1.3 Critically evaluate at least three alternative learning and development (L&D) methods to coaching and mentoring (eg workshops, on-the-job, on-line learning, work shadowing, etc.) Reference key sources for each suggested alternative learning and development method.

To critically evaluate alternative learning and development (L&D) methods to coaching and mentoring, consider the following three examples:

1. Workshops

• What They Are: Group sessions focused on specific topics or skills, often interactive and facilitated by experts.
• Advantages:
  • Cost-effective for developing multiple employees at once.
  • Encourages networking and collaboration among participants.
  • Effective for introducing new concepts or skills.
• Limitations:
  • Limited personalization compared to coaching or mentoring.
  • Learning retention may decline without follow-up.
• Key Source: Kolb’s Experiential Learning Theory supports workshops as they involve active learning and reflection.

2. On-the-Job Training

• What It Is: Learning while performing tasks under guidance.
• Advantages:
  • Practical and directly relevant to the employee’s role.
  • Builds confidence and skills through real-world application.
  • Encourages immediate feedback and adjustment.
• Limitations:
  • Quality depends on the trainer’s expertise.
  • Can be stressful if not properly structured.
• Key Source: Argyris and Schön’s Double-Loop Learning emphasizes on-the-job learning as it allows individuals to learn from mistakes and refine their approach.

3. Online Learning (e-Learning)

• What It Is: Self-paced or instructor-led digital courses accessed via platforms.
• Advantages:
  • Flexible and accessible anytime, anywhere.
  • Scalable for large numbers of employees.
  • Often cost-effective for organizations.
• Limitations:
  • Requires self-discipline and motivation.
  • Limited opportunities for immediate interaction and feedback.
• Key Source: Mayer’s Multimedia Learning Theory highlights the effectiveness of combining visuals and text for better understanding in e-learning.

Critical Evaluation

While these methods offer benefits like scalability and cost-effectiveness, they lack the tailored, one-on-one support that coaching and mentoring provide. For example, online learning works well for technical skills but may not address complex leadership challenges as effectively as personalized coaching. Combining these methods with coaching or mentoring can create a well-rounded L&D approach.

AC 1.4 Determine at least four relevant factors which can impact on the effective integration of coaching or mentoring at an executive or senior level. 

Factors may include organisational policies and procedures, change management strategies, selection of coaches, etc.

To integrate coaching or mentoring effectively at an executive or senior level, several factors play a crucial role. Here are four key factors and their impact:

1. Organizational Policies and Procedures

• What It Means: Clear policies and guidelines on how coaching and mentoring are implemented, monitored, and evaluated.
• Impact:
  • Policies ensure consistency and fairness in access to coaching or mentoring opportunities.
  • Procedures for confidentiality and feedback help build trust among participants.
  • Without clear policies, the process can become unstructured, reducing its effectiveness.
• Example: An organization with a formal mentoring program ensures mentors and mentees are matched based on needs and expertise.

2. Selection of Coaches or Mentors

• What It Means: Choosing skilled, experienced, and credible individuals to deliver coaching or mentoring.
• Impact:
  • The right coach or mentor can build trust, motivate, and effectively address leadership challenges.
  • Poorly selected individuals may lack the expertise or compatibility to meet the needs of executives.
• Example: Hiring an external coach with expertise in organizational transformation can help a senior leader navigate change effectively.

3. Change Management Strategies

• What It Means: Integrating coaching or mentoring as part of broader change initiatives.
• Impact:
  • Coaching or mentoring supports leaders in managing resistance, communication, and transitions during change.
  • If not aligned with change strategies, these efforts may be viewed as disconnected or irrelevant.
• Example: During a company merger, mentoring helps executives understand new cultural norms and leadership expectations.

4. Organizational Culture and Leadership Support

• What It Means: A culture that values learning, development, and openness to feedback.
• Impact:
  • A supportive culture encourages senior leaders to engage in coaching or mentoring without fear of judgment.
  • Without leadership buy-in, the initiative may lack visibility and credibility.
• Example: A CEO who openly participates in coaching sets a positive example and signals its importance.

Task 2

AC 2.1Critically analyse the knowledge and skills and behaviours and practices necessary for effective coaching or mentoring at an executive or senior level.  At least one reference must be used for each of the four areas.

To pass, you must provide a thorough and accurate critical analysis for each knowledge area, skill, behaviour, and practise essential for effective coaching or mentoring at an executive or senior level. Your analysis should include an adequate number of relevant references, with at least one reference for each of the four areas, based on both theory and practice, and include contrasting perspectives.

AC 2.2 Critically review an effective coaching or mentoring model which can be followed at an executive or senior level.  The review must include the effectiveness of the model from at least three different perspectives.

To pass, you need to provide a clear and accurate critical review of a model suitable for use at an executive or senior level, along with reflections on its effectiveness from at least three different perspectives.

AC 2.3 Provide a justification for the importance of reflective learning for making improvements in own professional practice.

To pass, you need to give a clear, accurate, and adequate explanation of why reflective learning is important for your professional practice at an executive or senior level.

AC 2.4 Evaluate the theoretical and practical elements of ethical practice, including a relevant model of ethical behaviour and an appropriate code of practice

To pass, you need to provide a clear and accurate evaluation of both the theoretical and practical aspects of ethical practice at an executive or senior level. This should include references to a relevant model of ethical behaviour and an appropriate code of practice.

AC 2.5 Critically review two or more of the key elements of coaching and mentoring supervision and the rationale for its use at an executive or senior level, include a relevant supervision theory or model as part of the review.

To pass, you need to critically review at least two key elements of coaching or mentoring supervision at an executive or senior level. Your review should provide a clear and well-supported rationale for the importance of supervision, including reference to a relevant theory or model.

Task 3

AC 3.1 Undertake a critical review of at least two different methods of evaluating the impact of coaching or mentoring on individuals.

This must include an appropriate model such as Kirkpatrick’s Evaluation Model as well as self-assessment and feedback from individuals.

To evaluate the impact of coaching or mentoring on individuals, two common methods are Kirkpatrick’s Evaluation Model and self-assessment/feedback. Here’s a critical review of each:

1. Kirkpatrick’s Evaluation Model

• What It Is: Kirkpatrick’s Model evaluates training and development programs in four levels:
  • Reaction – How participants feel about the coaching or mentoring.
  • Learning – The knowledge or skills gained.
  • Behavior – How the individual’s behavior changes in the workplace.
  • Results – The impact on business or organizational outcomes.
• How It Works:
  • After coaching or mentoring sessions, you assess the participant’s satisfaction (reaction), then measure learning through tests or observations.
  • To evaluate behavior change, follow up over time to see how the individual applies new skills. Finally, assess the business outcomes, like improved performance or higher productivity.
• Advantages:
  • Comprehensive, measuring both personal growth and organizational impact.
  • Tracks both short-term and long-term effects.
• Limitations:
  • Time-consuming and may require substantial data collection.
  • Measuring behavior and results can be subjective and influenced by external factors.
• Example: After mentoring, a senior leader reports better decision-making (behavior change), and the organization sees improved team productivity (results).

2. Self-Assessment and Feedback

• What It Is: Involves the individual reflecting on their progress and gathering feedback from others (e.g., colleagues, managers, or peers).
• How It Works:
  • The individual rates their own development in areas like confidence, skills, or performance.
  • Feedback is gathered from people who observe the individual’s work and behavior, often through surveys, 360-degree feedback, or interviews.
• Advantages:
  • Provides personal insights into the coaching or mentoring process.
  • Offers multiple perspectives on how the individual’s performance has changed.
• Limitations:
  • Self-assessments can be biased or not fully accurate.
  • Feedback from others can also be influenced by personal relationships or subjective opinions.
• Example: After a mentoring program, a senior leader feels more confident in managing conflicts (self-assessment), and their peers report improved communication skills (feedback).

Critical Review:

• Kirkpatrick’s Model is useful for measuring both personal and business-level impacts, making it comprehensive and long-term. However, it can be complex to implement and requires consistent follow-up.
• Self-assessment and feedback provide valuable insights into the individual’s perspective and those around them. While this method is less formal than Kirkpatrick’s model, it allows for a quicker evaluation and is more accessible. However, it may lack the objectivity needed for clear, unbiased results.

Combining both methods (Kirkpatrick’s Model for a structured approach and self-assessment/feedback for personal insights) provides a well-rounded view of the impact of coaching or mentoring.

AC 3.2 Undertake a critical review of at least one method for evaluating the impact of coaching or mentoring on the organisation (eg employee performance against organisational goals, etc.) and at least one different method for evaluating the impact of coaching and mentoring on other stakeholders (eg KPI’s, people management, engagement, retention, talent management, etc.)

To evaluate the impact of coaching or mentoring on both the organization and other stakeholders, here’s a critical review of two different methods:

1. Evaluating Impact on the Organization: Employee Performance Against Organizational Goals

• What It Is: This method evaluates how coaching or mentoring impacts the organization by measuring improvements in employee performance that align with organizational goals.
• How It Works:
  • Track key performance indicators (KPIs) related to the employee’s role (e.g., sales targets, project completion rates).
  • Compare performance data before and after coaching or mentoring to see if the individual’s contributions to the organization improve.
  • Assess if these improvements help the organization achieve its strategic objectives (e.g., growth, customer satisfaction, profitability).
• Advantages:
  • Directly links individual development to organizational success, providing clear, measurable outcomes.
  • Helps identify if coaching or mentoring contributes to meeting business targets.
• Limitations:
  • Performance can be influenced by external factors, not just coaching or mentoring.
  • It may be difficult to isolate the exact impact of coaching or mentoring on the results.
• Example: A sales executive’s performance improves significantly after coaching, leading to a higher sales conversion rate, directly supporting the company’s growth target.

2. Evaluating Impact on Other Stakeholders: People Management and Employee Engagement

• What It Is: This method looks at how coaching or mentoring affects other stakeholders, particularly employees, by measuring people management outcomes like engagement, retention, and morale.
• How It Works:
  • Evaluate employee engagement through surveys or interviews before and after coaching or mentoring.
  • Look for signs of increased motivation, job satisfaction, and loyalty.
  • Measure retention rates to see if employees who receive coaching or mentoring are more likely to stay with the organization.
  • Track people management metrics, such as leadership development and internal promotions, to assess talent growth.
• Advantages:
  • Helps gauge the broader organizational culture and how leadership development initiatives impact employee experience.
  • Provides insights into whether coaching or mentoring improves employee satisfaction and retention.
• Limitations:
  • Engagement and retention can be influenced by factors beyond coaching or mentoring (e.g., compensation, work-life balance).
  • It may take time for the effects of coaching or mentoring to show in employee satisfaction or retention.
• Example: After leadership mentoring, a manager improves their communication and team-building skills, leading to better team morale and higher employee engagement scores.

Critical Review:

• Employee Performance Against Organizational Goals is a direct method for linking coaching or mentoring to measurable outcomes like sales or project success, but it can be hard to separate the impact of these programs from other factors.
• People Management and Employee Engagement focuses on softer, long-term outcomes that show the broader impact of coaching or mentoring on the workplace culture. However, these metrics can be influenced by various factors, and it may take time to see changes.

Combining both methods provides a comprehensive view of how coaching or mentoring impacts the organization and its employees, aligning both performance and engagement outcomes with business goals.