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This study aims to explore the effectiveness of coaching and business mentoring for business improvement. In the first year, the focus of the research aims to formulate the role of conventional and sharia coaching and mentoring on the performance of small businesses. The second year, analyzing the results of the application of conventional and sharia coaching models produced in the first year on the performance of small businesses. To achieve the goals of this first year, this study used a qualitative method with in-depth interviews as a way of data mining, then analyzed with content analysis. While the second year, analyzed with a quantitative approach. This paper further describes this questionnaire as a four-dimensional use of CFA in testing the validity and reliability of Small Business Success Satisfaction instruments in Indonesia. Quantitative analysis method for a total of 150 respondents of Small Business. The small businessman satisfaction questionnaire is a 7-point likert scale survey consisting of 16 items. The validity and reliability of the Small Business Satisfaction questionnaire was tested with CFA in second order using AMOS version 23. In the hypothesized model used the technique of analysis of affirmative factors order two with three variables latent satisfaction of small business namely financial satisfaction. organist satisfaction and strategic satisfaction. This proves that satisfaction of Islamic business coaching is the driver of sharia small business success which is associated with nine indicators in the dimension of satisfaction, namely productivity, product quality, organizational strength, customer service, complaint reduction, sales growth rate, cost reduction, gross profit, and overall satisfaction/success. In addition, each of these indicators is valid and reliable in four dimensions. The findings of satisfaction of the small business dimension on Islamic business coaching and its construction will benefit business builder practitioners. The implications of the study is the indicators of small business satisfaction using business coaching. In addition, coaching institution who emphasizes service quality rely on small business satisfaction indicators resulting from this study. [ABSTRACT FROM AUTHOR]

In recent decades, the application of coaching for career development and supporting faculty in leadership roles has greatly expanded in higher education. Coaching can offer transformational and life‐changing experiences, inspire critical reflection in early career decisions, and (re)ignite passion and commitment at all career stages. While coaching focuses on transforming individuals, it also has the potential to impact organizations and professional environments. The power of coaching deserves appropriate recognition within dental education and scholarship. In this article, the authors discuss the potential for career coaching as a tool for developing future leaders in dental education. After differentiating between coaching and mentoring, coaching for professional development is reviewed as an evidence‐based approach that can enhance traditional leadership and professional development programs. Although this article was inspired by programming supporting the development of female leaders, coaching applies to all leaders and may be particularly helpful in supporting the development of diverse leaders including but not limited to individuals from different backgrounds, national origins, gender, racial, socioeconomic, and cultural distinctions. After a review of existing coaching initiatives in dental education, a variety of coaching strategies for faculty, staff, and trainees will be described that can be implemented by oral health educational institutions. Examples of coaching strategies range from developing internal coaching programs to contractual agreements with external coaching groups. Step‐by‐step guidelines are included. [ABSTRACT FROM AUTHOR]

Executive coaches use a disciplined process to enable people to uncover why they are getting their current results and stimulate them to identify new ideas to achieve different results in the future. Unlike mentors, coaches do not give direction or advice. A coach might offer examples of what others have done in similar situations but only in service to idea generation, not recommendations. Data is key. Coaches typically gather information through assessments or interviews to give clients new insights. Clients learn about their deficiencies and strengths, their brand, how they work with teams, and glean unvarnished advice. Mindset matters. Anyone coerced into coaching might be frustrated about their situation and, therefore, be less open to honestly discovering the source of their discomfort and uncovering new possibilities through coaching. Courage is crucial. Being open to coaching can be daunting, yet with a willing mindset, the insights and results can be compelling. [ABSTRACT FROM AUTHOR]

Zero Zone praxis (ZZ) can increase a performer's craft and personal life quality, thereby satisfying the need for personal enhancement—a need that recent writings about performing arts and executive coaching have identified. ZZ is designed to improve the ability to avoid the detrimental effects of stage fright that often rest on the actor-director dyad, via expanding consciousness and focus guiding. ZZ includes external and internal psychosomatic actor training and intellectual appreciation of consciousness as derived from yoga philosophy and practice and from coaching. This essay is a discussion of the need to develop an elevated internal state of the performer, to unlock the blockages in the performer and in a spectator's reception. I introduce here a critical review of scholars' findings and my personal, practical experiences of forty years in Stanislavskian and physical theatre-making, self-cultivation coaching, and yoga. [ABSTRACT FROM AUTHOR]

Early care and education program interventions often focus on providing training, sometimes combined with coaching, to classroom educators. However, such interventions are uneven in their effectiveness. We describe the development of the Ready Educators Quality Improvement Pilot (REQIP), an intervention that integrates two approaches—one that focuses on the workforce through training and coaching at the educator level, and another approach that focuses on the program in which the educators work, through executive coaching for administrators and consultations on the classroom, building spaces, and curriculum materials. Ten center-based programs and over 60 educators participated in a 19-month intervention and evaluation. This article discusses the challenges faced during implementation and implications for practice, results of the evaluation, and implications for other applications of social science. [ABSTRACT FROM AUTHOR]

This paper explores a multiple case study based on the effects of a developmentally informed, transformative leadership-coaching methodology. After an average of eight 90-min coaching meetings over 12 months with a Synergist executive coach, 83% of the 12 strategic executive leaders in the case study shifted a full stage, mostly from Achievist to Catalyst; the other 17% shifted two stages from Achievist to Synergist. The paper presents the eight drivers emerging from a thematic analysis of >100 hours of coaching conversations (>100,000 words) that enabled universal later stage development. It draws on the STAGES model to explain the significance of transforming the organisational context and undertaking shadow work. The dynamics of development led to an emergent Vertical Development Theory. [ABSTRACT FROM AUTHOR]

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Until recently, there has been little published systematic empirical research into business coaching. This article reports on a systematic, critical review of 111 published empirical papers investigating business coaching theory, processes, and outcomes. The present article identifies a significantly larger body of empirical research than covered in previous reviews and uses a Systematic Review methodology (SRm) to conduct a comprehensive review of the available empirical evidence into business coaching effectiveness focusing on implications for theoretical development, practice (within human resource development) and further research in this area. This review identifies convergence around factors that contribute to perceived effective coaching practice but nevertheless highlights a number of issues to be resolved in further research. These include determining the primary beneficiaries of coaching, the factors that contribute to coach credibility, and how the organizational and social context impacts on coaching. Weaknesses in coaching research methodology and research gaps are also noted. [ABSTRACT FROM AUTHOR]

The author reflects on her experience with the Experiential Learning Course with the Adult Education and Training Masters at Colorado State University at Pingree Park in Fort Collins, Colorado. She discusses the week-long course which asks students to widen their boundaries while learning to expand the use of experiential strategies in facilitation of any subject or topic, focusing on the benefits of the use of experiential learning activities in leadership coaching sessions.

The article focuses on a study related to the significance of employing business coaching program to improve agricultural productivity, farm safety practices and minimize agricultural accidents. Topics discussed include farm safety interventions, approaches to use coaching in agriculture and brief information on coaching model. It also discusses Great Britain's Chartered Institute of Personnel Management report regarding the same.

The article examines the role of executive coaching in leadership development for women executives.

The article identifies the core competencies and styles of leaders, and the strategies necessary to better prepare lawyers for their governance roles. It emphasizes on the need of providing training to lawyers and law students on their leadership roles and legal ethics in the public and private sector. It focuses on several styles of leadership including the democratic style, the coaching style, and the authoritative style, and discusses the problems faced by lawyers in leadership positions.