Distinguishing Mentoring, Coaching, and Advising for Leadership Development
2018
- 521Usage
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Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
Citation Benchmarking is provided by Scopus and SciVal and is different from the metrics context provided by PlumX Metrics.
Metrics Details
- Usage521
- Downloads511
- Abstract Views10
Article Description
Mentoring, coaching, and advising are often confused as similar interactions with developmental intent, yet their scope, purpose, and utility in leadership development are distinct. The purpose of this chapter is to provide clarity as to what constitutes mentoring, coaching, and advising for leadership development and to compare and contrast each relationship type.Developing the “whole” student often requires identifying unique needs and helping students recognize when they need mentoring, coaching, and/or advising. While mentoring, coaching, and advising are all developmental interactions, their scope, purpose, and utility in leadership development are distinct. The purpose of this chapter is to clarify the distinctions between mentoring, coaching, and advising and synthesize their utility in leadership development. In doing so, we will be better prepared to recognize when mentoring, coaching, and/or advising will be the most powerful tool for student leadership development.
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