International Centre for Coaching and Mentoring Studies
Source: https://www.brookes.ac.uk/research/units/obbs/centres/iccams Parent: https://www.brookes.ac.uk/research/research-centres
Director(s): Dr Ioanna Iordanou
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About us
As a world-class centre for coaching and mentoring, we have a vision of robust, effective, professional coaching and mentoring practice making a real difference to the lives people lead.
Our mission is to expand the knowledge base of coaching and mentoring by promoting cutting-edge research and teaching.
We demonstrate these principles by producing both high-quality research and publications and leading professional development at master's and doctoral level. The same focus underpins our consultancy and evaluation of programmes.
Part of
Related courses
- Doctor of Coaching and Mentoring (DCM)
- Coaching and Mentoring Practice (MA / PGDip / PGCert)
- Human Resource Management (MSc)
Research impact
The International Centre for Coaching and Mentoring Studies supports diversity and innovation in research.
We believe that excellence in research underpins the effectiveness of all our practice, teaching and consultancy. All members of the team are active researchers producing highly regarded outputs across the spectrum of coaching and mentoring questions and contexts.
We host collaborations with associates from across the University’s schools and departments, building knowledge across disciplines. Our faculty and students research internationally in areas such as social change, health and wellbeing, diversity, education, leadership and global business.
Our network is constantly growing as we maintain strong links with our alumni. We actively develop our relationships with organisations in both public and private sectors to explore research and its application in coaching and mentoring.
Leadership
Dr Omar Abou Hamdan
Senior Lecturer in Leadership and Management
View profile for Omar Abou Hamdan
Dr Ioanna Iordanou
Reader in Human Resource Management
View profile for Ioanna Iordanou
Membership
Staff members Collaborators
- Staff
- Collaborators
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Staff
| Name | Role | |
|---|---|---|
| Dr Omar Abou Hamdan | Senior Lecturer in Leadership and Management | oabou-hamdan@brookes.ac.uk |
| Professor Tatiana Bachkirova | Professor of Coaching Psychology | tbachkirova@brookes.ac.uk |
| Dr Diana Clayton | Senior Lecturer | dclayton@brookes.ac.uk |
| Dr Christian Ehrlich | Reader in Organisational Behaviour | cehrlich@brookes.ac.uk |
| Dr Judie Gannon | Director of Doctoral Programmes - Oxford Brookes Business School | jmgannon@brookes.ac.uk |
| Dr Ioanna Iordanou | Reader in Human Resource Management | Ioanna.iordanou@brookes.ac.uk |
| Dr Peter Jackson | Principal Lecturer, Coaching & Mentoring and HRM | peter.jackson@brookes.ac.uk |
| Anna Klenert | Senior Lecturer in Hospitality and Tourism Management | aklenert@brookes.ac.uk |
| Dr Joanna Molyn | Senior Lecturer in Coaching, Mentoring and Management/Subject Coordinator - Doctorate of Coaching & Mentoring | jmolyn@brookes.ac.uk |
| Dr Adrian Myers | Programme Lead, Masters Programmes Coaching & Mentoring and HRM | amyers@brookes.ac.uk |
| Julia Papworth | Lecturer in Coaching and Mentoring | jpapworth@brookes.ac.uk |
Our research
Team members' research
Research about the individual
Coaching and Resilience - Carmelina Lawton Smith
The aim of this research was to investigate how leaders experience the concept of resilience and what effect coaching might have. This study interviewed both leaders and coaches using a grounded theory methodology. The findings are published in the International Coaching Psychology Review.
Self-deception in Coaches - Tatiana Bachkirova
Tatiana explored investigating factors contributing to the phenomenon of self-deception in coaches. The analysis allowed developing a model of self-deception in coaches and explored implications of the findings for coaches, coaching supervisors and other practitioners engaged in the development of individuals in organisations. The article is published in Coaching: An International Journal of Theory, Research and Practice.
Coaching and Identity Work - Liam Moore and Juliette Koning
This is a study about intersubjective identity work and sensemaking of adult learners on a postgraduate coaching course. It explores the process of finding the balance in a world of dynamic complexity. The study is published in Management Learning.
Research about the coaching relationship
Values and Ethics in Coaching - Ioanna Iordanou
Ioanna conducted a critical analysis of the role of personal, professional, and cultural values in the development of an ethical coaching practice. Grounded on a critical comparison with the ethics literature in other relevant ‘helping’ professions, this study provides the first systematic, evidence-based enquiry into some of the most fundamental issues concerning the ethical practice of coaching.
How an Evolution View of Workplace Mentoring Relationships Helps Avoid Negative Experiences: The Developmental Relationship Mentoring Model in Action - Elaine Cox and Rhianon Washington
This study explores how the use of a specific mentoring model focusing on the evolution of the relationship between mentor and mentee may influence the incidence of failure. The study has implications for the enhancement of mentor training and scheme coordination as well as contributing to the understanding of negative mentoring relationships.
Physicality in Coaching - Peter Jackson
Peter’s research looks at individual coaches in action in their natural working environment to discover the many ways in which the coach's practice is inseparable from the experience of 'being-in-the-world', in Heidegger's term. There are implications of findings for coaching practice, human communications, and the investigation of complex practices in general.
Research about the process
Exploring the Coaching Process - Adrian Myers
Adrian’s research is about making sense of the interaction between coach and coachee in a breadth of different types of coaching session. His findings suggest that coach and client construct together a sense of meaningful engagement that external coaches acting as observers might struggle to understand or consider helpful for the client.
Microanalysis of the Coaching Process - Tatiana Bachkirova, Jonathan Sibley and Adrian Myers
This study aimed at the development and application of an instrument designed to identify differences and similarities across coaching approaches at the level of a specific coaching session. This tool makes possible a number of research projects, allows a clearer understanding of services typically provided by contracted coaches and assists in self-evaluation of professional and ‘on-the-job’ types of coaching. The article is published in the Human Resources Quarterly.
Exploring mentoring and coaching approaches, practices and skills - Tina Salter and Judie Gannon
This topic is based upon Tina Salter’s DCaM studies with the team now examining mentees and coachees‘ shared experiences of these developmental interventions. The original study is published in the European Journal of Industrial Training.
Research about the context
Mapping Mentoring in the Creative Industries
We are delighted to announce the launch of our cross research centre study, with the Creative Industries Research and Innovation Network and ICCAMS (CIRIN). Our project involves developing an understanding of mentoring in the Creative industries. We are partnering with Creative UK.
Contact the team: creativeindsmentoringmap@brookes.ac.uk
Evaluating a Coaching and Mentoring Programme: Challenges and Solutions - Tatiana Bachkirova, Linet Arthur and Emma Reading
This study aimed to develop appropriate measures and evaluate the long-term coaching programme run by London Deanery. The results of quantitative and qualitative analysis showed improvement in all chosen scales with a claim that coaching was a major contributor to these changes. The authors argued for a methodological approach to outcome research on coaching programmes that is aligned with the main principles and philosophy of coaching as a practice. The article is published in the International Coaching Psychology Review.
Coaching in Higher Education: The Impact on People-Oriented Leadership Development - Ioanna Iordanou
In this longitudinal research project, Ioanna explored the educational role of coaching in the formative training of managers and leaders in the Business School. Coaching, as a developmental management and leadership tool, has been eschewed by undergraduate Business Education in the UK. This study looks at how incorporating the study and practice of coaching in undergraduate Business School curricula can contribute towards the development of more people-oriented and, by extension, socially responsible managers and leaders.
Mentoring as Developmental Networks across Borders – Judie Gannon
This topic is based upon Judie’s doctoral studies and explores the role of formal and informal mentoring and other developmental relationships in the socialisation of expatriates, inpatriates and local managers.
International Journal of Evidence Based Coaching and Mentoring
Study opportunities
Oxford Brookes is well known for its range of high-quality postgraduate programmes for the development of coaches and mentors at master's level 7 and at doctoral level 8.
Our long established MA in Coaching and Mentoring Practice offers the opportunity to gain a master's degree part-time over 2 to 5 years. It has a flexible format and encompasses a shorter Postgraduate Certificate (6 months) and Postgraduate Diploma (15 months).
The Doctor of Coaching and Mentoring Programme (DCM) is unique in the world. Each year, 8 experienced coaches and mentors are challenged to augment their existing expertise and push the boundaries of knowledge and understanding so that they may operate at the highest level. We also offer ILM accredited qualifications at level 5 and 7 and an advanced study programme in coaching supervision.
Taught courses
- Coaching and Mentoring Practice (MA or PGDip or PGCert)
- MSc in Human Resource Management
- Professional Certificate of Advanced Study in Coaching Supervision
- ILM level 7 Certificate for Executive and Senior Level Coaches and Mentors
- ILM Level 5 Certificate in Effective Coaching and Mentoring
- Supervising Groups and Team Coaches
By research
Consultancy
Using the extensive and diverse expertise of our team, we are able to support organisations with a range of tailored services. We adopt a partnership approach to evaluate specific client needs and design bespoke programmes that support both individual and organisational objectives. With leading authors, practitioners and academics across a variety of fields, we draw on the latest research ideas to deliver leading edge coaching and mentoring based services. Our clients choose us for the flexibility and credibility of our programmes that offer customised solutions.
Services that we provide
Coaching supervision for organisations
Coaching supervision is an important area of expertise of the International Centre for Coaching and Mentoring Studies. We had the first MA programme in coaching practice to provide coaching supervision for our students. We teach and accredit coaching supervisors.This expertise allows us to offer supervision services for coaches engaged in the coaching programmes within organisations of the private and public sector.
Bespoke services such as tailored courses for organisations and executive coaching
Programmes are always designed to the individual client specification but may be based on one-off events such as training courses through to end-to-end consultancy for the implementation of coaching or mentoring schemes.\
We are able to offer initial coach training, such as coaching skills for managers, specific CPD sessions to enhance the skills of practicing coaches and development for experienced coaches plus full scheme evaluation.
In addition, our extensive pool of qualified executive coaches are available for one-to-one interactions. This pool of coaches are based across the country, with a broad variety of industry experience.
Assessment and validation of coaches
Ensuring the quality of coaching provision can prove challenging for an organisation. We are able to offer assessment centres that follow a unique system that we developed at the International Centre for Coaching and Mentoring Studies.\
This system aims to avoid shortfalls of the traditional competences-based approaches to coach assessment which have been recently extensively critiqued. Our assessment system aims at evaluating more holistic capabilities of coaches rather than only skills-focused competences.