This chapter provides a number of case studies derived from various mentoring and coaching programmes. They aim to show how theories can be applied in practice. Each case is structured according to the action research and learning process: it consists of planning (aims/objectives); action (the process of implementation); reflection and evaluation of the lessons learnt from the experience. I hope that you will gain insight into what makes for successful coaching and mentoring. To demonstrate how the universal integrated framework (UIF)/ integrative learning system (ILS) works, I have taken care to select case studies from applications that have either an international or cross-cultural dimension or a socio-community element. The case studies cover:
- leadership coaching and mentoring programmes for the healthcare system (case studies 1 and 2);
- e-coaching – a transatlantic coaching pilot project (case study 3);
- coaching in communities (case studies 4 and 5).
Under the current economic climate, organizations are under pressure to increase productivity and efficiency and at the same time to reduce cost. This requires leaders to motivate employees rather than using traditional management methods of transformational and inspirational leadership (Alban-Metcalfe and Mead, 2010; Alimo-Metcalfe and Alban Metcalfe, 2005). The pressure to improve effectiveness and efficiency is even more acute in the healthcare sector, with its increased number of patients with acute conditions ...