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Coaching, Mentoring And Organizational Consultancy: Supervision, Skills And Development [Kindle Edition]

Peter Hawkins , Nick Smith
5.0 out of 5 stars  See all reviews (6 customer reviews)

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Book Description

Covering the essential key skills and personal development of the successful coach, mentor or supervisor, with guidelines for practice.

Product Description

About the Author

Peter Hawkins is Professor of Leadership at Henley Business School, UK, founder and Chairman Emeritus of Bath Consultancy Group and co-founder of the Centre for Supervision and Team Development. He is a leading consultant and researcher in executive coaching, leadership, and creating coaching cultures in organizations.

Nick Smith is a principal consultant with Bath Consultancy Group. He is a qualified systems psychotherapist and registered Myers Briggs practitioner, as well as being a senior associate of the Institute of Management. He is an experienced coach and supervisor of executive coaches.

Product details

  • Format: Kindle Edition
  • File Size: 1845 KB
  • Print Length: 368 pages
  • Publisher: Open University Press; 2 edition (1 Jun. 2013)
  • Sold by: Amazon Media EU S.à r.l.
  • Language: English
  • Text-to-Speech: Enabled
  • X-Ray:
  • Word Wise: Enabled
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: #48,074 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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More About the Author

Peter Hawkins (1950-?)Professor of Leadership at Henley Business School University of Reading UK and Emeritus Chairman of Bath Consultancy Group, where for the last 25 years he has been helping organisations in many parts of the world connect their strategic change, their organizational culture and their leadership development. He has written extensively about leadership, leadership teams, coaching and supervision. Currently his major concern is the growing gap between the increasing and changing challenges for individual and collective leadership and how leadership development is failing to evolve at the same speed.

He also is visiting professor at the universities of Bath and Oxford Brookes, chairs Renewal Associates and Connect Assist, and is enjoyably kept busy by his wife, three children and their partners, four grandchildren, and numerous hens, goats, steers and guinea fowl and large gardens where he lives on the edge of Bath in the UK.

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2 of 2 people found the following review helpful
5.0 out of 5 stars Coaching,Mentoring and Organizational Consultancy 22 Sept. 2013
I found this book to be a very interesting and informative read. It is a rich mix of interesting explanations of group processes, of real life experiences and guidance on how best to be effective as a team leader/coach. It provides an in-depth understanding of group dynamics, with practical guidance on how to manage them and maximise learning and performance

The book itself is divided into three parts, the first discusses the practice of coaching, mentoring and consultancy, backed up by case studies to assist understanding. The second section looks at development and supervision of these roles whilst the third section addresses the wider issues of training, skills and capacities required in these roles.

It focuses on the key skills, qualities, capabilities and values needed to be a successful coach, mentor or supervisor and how personal development can be effectively facilitated which can lead to sustainable change. As these roles are now going through a phase of professionalisation, with the establishment of formal standards, European bodies and standard requirements for supervision, it is imperative to have a book which looks in depth into the differences and similarities between coaching, mentoring and organizational consultancy

It provides a range of models, frameworks, theories, ideas and practicalities in the emerging fields of coaching, mentoring, organisational consulting and supervision in a way that is accessible, I especially liked the way the `golden threads had been described hence giving greater clarity on the inter connectivity of the concepts.

The theories relating to teams are also broadly explained, linked to models relating to teambuilding.
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5.0 out of 5 stars An excellent resource 19 Nov. 2013
Any such handbook is of course 'something for everybody about everything', but rather than the usual listing of different approaches the authors integrate practice and theory. It is thus both a wisdom book and an academic book, without the usual exaggeration of differences between coaching, mentoring and consultancy.

The book is a treasury chest for those who want to dig into research and concepts across leadership development, mentoring, coaching, consultancy and supervision. I was pleased that they have included contributors often missing in other handbooks: Argyris, Kolb, Revans, Schein, and many others. It contains useful reflection such as the difference between working at individual, group/team and systemic levels. The book contains useful definitions and expansions of previous definitions, particularly relevant for working with senior management.

The CID-CLEAR model is solid and connects individual sessions with a larger perspective: "If the change does not happen in the coaching session it is unlikely to happen back at work." (p.33) I agree when they say, "leadership is not just a role we inhabit - it is also an attitude to life and its challenges", but would then have wished for a deeper rationale for a coaching culture as opposed to other forms of organisational concepts. This is a weakness of the field as such and at least they warn against taking benefits for granted: "Our experience has led us to understand that any self-serving fashion in organisational development is doomed to be short-lived. [...] It is therefore important to ask: 'To what end is the coaching culture the means?'" (138)

Their discussion of coach development echoes my experience and underlines the need for supervisors to be trained beyond coaching skills: "...
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5.0 out of 5 stars A cornucopia of topics 17 Sept. 2013
This is the second edition of this book and includes a cornucopia of topics and issues. Hawkins and Smith take account of world issues putting coaching, mentoring and consultancy within a global context. This accounting of current reality is so important and yet so often missed and yet without the context we are unable to be really effective.

This edition is an important contribution to the student coach, mentor and consultant as well as for supervisors. It prompts the reader to think for themselves and addresses a range of issues that they might otherwise not have considered. The training to be a supervisor in my own discipline takes on average five years but even so I found some practical suggestions in the group supervision chapter that were very useful.

Many topics, such as those in Chapter 2 are not new but are coherently and effectively summarized making this publication an excellent prompt to further reading. The referencing is excellent, stating where they have bought in their own material and where they have used and/or developed other authors' work.

It was heartening to see a clear delineation between therapy and coaching as this is so often blurred, whilst some even intentionally promote this blurring, conflating feelings with therapy. Hawkins and Smith discuss this boundary in a clear and concise chapter on coaching which includes how the brain functions.

The experience and expertise of the authors shines through. However, the reader is frequently informed about this expertise and experience which, given the theoretical and experiential underpinning of this book is evident within the text itself.
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