Entrepreneurial self-efficacy frequently predicts business venture success, yet practitioners in resource-constrained markets lack evidence-based guidance on whether coaching or mentoring better develops distinct entrepreneurial self-efficacy dimensions. Following PRISMA-ScR guidelines, this scoping review maps 14 empirical studies across five self-efficacy dimensions and Heron's six intervention categories. Findings show facilitative coaching supports self-regulatory processes and overall confidence, while authoritative mentoring is likely to develop opportunity recognition and business management competencies. The resulting dual-lens decision framework offers programme designers’ and practitioners’ selection criteria for choosing coaching, mentoring, or hybrid approaches based on the specific entrepreneurial self-efficacy dimension targeted.
This study explores the supply–demand perception dynamics in team coaching, contrasting client expectations with practitioner delivery. Through qualitative analysis of 25 semistructured interviews using a dual manual and large language model approach, the research uncovers significant perception gaps. Key findings include a divergence in defining team coaching success—transactional resolution versus developmental transformation, and a conflict between “pedigree” and “presence” as markers of coach impact. Results further identify cultural agility and “continuous contracting” as critical success factors. The research concludes with practical implications and questions for further research.
With demand for professional mental health services exceeding capacity, more ambitious and measurable approaches are called for to support and strengthen the psychological well-being of both adults and young people. This article introduces a novel Positive Self-Coaching (PSC) framework, integrating Self-Determination Theory, Positive Psychology and process-based approaches, which is tested using a mixed-methods study design with parents raising children with Attention-Deficit/Hyperactivity Disorder. Findings indicate that structured self-coaching, particularly when combined with peer support, was associated with reduced perceived stress and increased well-being alongside improvements in self-kindness and self-concept clarity, carrying potential relational ripple effects within family systems. PSC is proposed as a flexible, adaptive approach to self-directed psychological change.
Team performance problems may appear as conflict, slow decisions, repeated escalation or weak accountability, yet these symptoms may be generated by conditions at systemic levels. This paper introduces the Purpose Anchored Team (PAT™) Framework as a theory-informed diagnostic architecture for team performance. PAT™ does not propose another list of team-effectiveness factors. Instead, it uses stakeholder-derived team purpose as an organising criterion for locating performance problems within the team, within the organisation or in changing ecosystem demands. A 10-month executive-team coaching case illustrates the diagnostic sequence from presenting symptoms to problem formulation informed by multiple case data sources and established theory, intervention locus and operating changes. Data included interviews, coaching observations, organisational documents, decision records, pulse measures, stakeholder feedback and practitioner notes. PAT™ subsequently informed interventions in purpose clarification, decision architecture, organisational reinforcement and active learning routines. Descriptive changes are reported without claiming causal effectiveness or empirical validation of the framework.
Coaching supervision is widely advocated as supporting coaches’ professional development, yet the evidence base remains limited. This qualitative study explored how experienced coaching supervisors understand supervision's contribution to coach development. Semi-structured interviews with UK-based supervisors, framed by the seven-eyed model, were analysed using reflexive thematic analysis. Six themes were constructed: contracting the supervisory space; the supervisor's use of self; widening the coach's repertoire; the organisational bind of internal supervision; relational trust as the condition for challenge; and ethical vigilance as shared inquiry. Participants positioned contracting, supervisor self-awareness and relational trust as central, and described internal supervision as constraining disclosure. They also moved between repertoire-based and reflexive accounts of development without distinguishing them. The findings represent supervisors’ perceptions and offer directions for supervisory practice, organisational policy and further research.
