This article focuses on the life history of a university academic, and the ways in which he learned in different communities of practice during his career. This account raises questions about the applicability of Lave and Wenger’s (1991) theory to a knowledge-based organisation, and argues that both the external context and the individuals within the community impinge on learning. It suggests that the role of academic staff developers may vary depending on the CoP and should include developing networks, facilitation, providing relevant expertise, improving harmony within CoPs and harnessing the benefits of internationally dispersed CoPs.
Bachkirova, T., Arthur, L., Reading, E. (2015). Evaluating a Coaching and Mentoring Programme: Challenges and Solutions. International Coaching Psychology Review, 10: 2, 175-189. https://psycnet.apa.org/record/2015-48361-006
Objectives: This paper describes an independently conducted research study to develop appropriate measures and evaluate the coaching/mentoring programme that the London Deanery had been running for over five years. It also aims to explore specific challenges in the evaluation of a large-scale coaching programme and to suggest new solutions.
Design: The challenges to evaluation included the need to use established but also context-relevant measures and the need for a rigorous but also pragmatic design that took into account a number of practical constraints. Overall it was a mixed method research design consisting of a within-subject quantitative study with support of a qualitative grounded theory methodology conducted in parallel.
Method: The selected measures for the quantitative part of the study included employee engagement, selfefficacy and self-compassion. An additional questionnaire SWRQ (Specific Work-Related Questionnaire) was developed as the result of a qualitative investigation with stakeholder representatives. It included a selfestimation by the coached clients of the extent to which they could attribute each change to the coaching received rather than any other factor. The qualitative part of the study included interviews with stakeholders and the analysis of responses to an open question in the SWRQ.
Results: 120 (78 per cent) of matched responses pre- and post-coaching were analysed and seven stakeholders interviewed. The results of the quantitative and qualitative analysis show improvement in all chosen scales. The analysis also shows that coaching was a major contributor to these changes.
Conclusions: The paper argues for the development of additional methods in outcome research on coaching programmes that are aligned with the main principles and philosophy of coaching as a practice.
Souza, A and Arthur, L. (2020). The impact of leadership on the professional development of teachers in complementary schools. Management in Education, vol. 34, no. 4, pp. 141-148. https://journals.sagepub.com/doi/full/10.1177/0892020620942509
Leadership in complementary schools is an under-researched area of studies. This article aims to address this gap in the literature by reporting on a study which focused on Brazilian complementary schools in the UK. Distributed leadership is adopted as a theoretical framework to analyse the relationship between leadership style and professional development provision. The data were collected via an online questionnaire and individual semi-structured interviews with leaders as well as focus group interviews with teachers and teaching assistants. We report on one of the schools and argue that the contextual constraints in which they operate lead to high levels of collaboration between leaders, teachers and teaching assistants. Consequently, a Community of Practice (CoP) is developed. We discuss the benefits this CoP brings to the school and suggest that conscious efforts be made to cultivate this social unit of learning to ensure the professional development of teachers in complementary schools.