Coaching And Mentoring Course Outline 6xz5c

LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5

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Andrews University Graduate Leadership Program LEAD756: Advanced Studies: Mentoring & Mentoring 2.2 & Evaluation & Assessment 3.5 Summer 2016, 1 credit Sharon Aka, ID# 10188 Instructor: Dr. Jay Brand

Leadership Competency: 2.2 Leadership with Others: Mentor/Coach  Leadership promotes relationships that are trust-centered, providing the kind of empowerment that results in personal and performance improvement toward satisfying mutual objectives.

Leadership Competency: 3.5 Leadership through Organizations: Evaluation and Assessment 

Leadership uses appropriate evaluation and assessment tools to make decision about programs and plans.

Course Description: This course focuses on application of coaching and mentoring theory to an actual professional practice situation. It also focuses on the integration of assessment and evaluation theory and practical implementation strategies for an organization performance review process. The readings will provide a theoretical framework to be utilized now and in the future.

Purpose and Goals: The purpose of this course is to analyze and improve my current practice of mentoring and coaching, as a certified executive coach with the North American Division (NAD) of Seventh-day Adventists, based on current theory, research and the use of the Performance Model Comparison (PXT) and 360 Loop tools being developed by the NAD istrative leadership team. I am a member of the NAD istrative leadership team. In addition I will integrate Organizational Evaluation and Assessment theory and practice as it applies to the creation of the entire 360 Loop performance review process being implemented by the NAD.

Student Learning Outcomes:

LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5

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1. Explore aspects of mentoring and coaching to improve my practice as an executive coach in multiple organizational areas. 2. Discuss mentoring and coaching theory as it applies to leadership. 3. Connect mentoring and coaching research to my current practice. 4. Reflect on mentoring and coaching research and theory as it applies to my professional circumstance. 5. Apply theoretical knowledge or organization evaluation and assessment to the implementation of the 360 Feeback Loop and PXT performance evaluation process and the implementation of a formal coaching and mentoring professional development program for the NAD. 6. Present portfolio materials at the proficient competency level for both competencies: Mentoring & Coaching 2.2 and Evaluation & Assessment 3.5.

Prior Experience & Learning: Coaching & Mentoring       

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Andrews University Gymnics: Member 10 years, Girls Captain 1 year. ed Nurse: Student preceptor multiple times, Nurse educator 16 years Post Secondary Faculty Mentor: New faculty on-boarding in Nursing Department and Center for Teaching & Learning as a Professional Development Specialist 8 year Camp Frenda volunteer as ed Nurse, Nurse supervisor for nursing students at amp, Camp Pastor, and Alumni Association Coordinator 25 years Certified Coach and Mentor for the North American Division Member of the leadership team creating and implementing the 360 Loop, PXT, and performance assessment and evaluation program for the NAD Team leader and Curriculum Collaboration Writing Committee member with the NAD Ministerial department and all Theology and Religion department for all Adventist higher education institutions across the NAD working to create application of the CORE 7 Qualities of a pastor from undergraduate education, to graduate education, to internship, and professional practice. Providing Donna Jackson, Associate Ministerial Director – Pastoral Spouses a Mentorship Manual created at Humber College in 2011 Graduate to several former nursing students applying to graduate school Providing opportunity for Nursing programming shadowing for a day to several high school students interested in Nursing Consistent mentorship role with one recent graduate of the Andrews University Nursing program

Prior Learning Experience: Organizational Evaluation and Assessment   

Frequent performance evaluations in hospital sector Frequent performance evaluations in academic environment Creation of adjunct nursing faculty assessment framework

LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5   

Participation in multiple personality profile assessment Created performance evaluations for all roles of the Adventist Learning Community Building training videos and strategies for the roll out of the 360 Loop, PXT, and entire performance evaluation and assessment organizational structure across the NAD

Learning Strategies and Resources: 

The student learning outcomes will be met by reading, applying concepts from the readings to professional practice, and reflecting on the experience.

Target date of completion: 

Reflection paper & course outline submission - July 18, 2016.

Hours: 50 hours Evidence of Knowledge base & learning validation by Dr. Jay Brand: 

Reflective paper for this competency meeting the reflection paper rubric requirements.

Evidence of teaching with the LLG: 

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LLG meeting tutorial during a Go To Meeting on the ALC site specific to the 360 Loop tool. Screen captures of tutorial. Notes from LLG participants that document the tutorial.

Resources: a list of potential resources for the course. Better Evaluation, (2016). Organizational Assessment. Retrieved from https://www.google.com/webhp?sourceid=chromeinstant&rlz=1C5CHFA_enUS599CA602&ion=1&espv=2&ie=UTF8#q=What+is+Organizational+evaluation Bible Gateway, (2016). Exodus 35: 31-33. Retrieved from

LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5 https://www.biblegateway.com/age/?search=Exodus+35&version=NKJV Bible Gateway, (2016). Revelation 14:6-12. Retrieved from https://www.biblegateway.com/age/?search=Revelation+14 Center for Teaching & Learning, (2011). Mentoring handbook. Toronto, ON; Humber Institute of Technology & Advanced Learning. Change Results, (2015). Performance Model Comparison (PXT). Waco, TX; Profiles International. Collins, J., (2001). Good to great; why some companies make the leap… and others don’t. New York, NY; HarperCollins Publishers Inc. Korn Ferry, (2015). FYI: for your information, competencies development guide. Toronto, ON; Korn Ferry. Leadership program, (2016). The competencies of the leadership program. Berrien Springs MI; Andrews University. Matuszak, G., (2015). CIO challenge: transforming the organization to leverage disruptive technologies. Retrieved from http://www.cio.com/article/2961061/itstrategy/cio-challenge-transforming-the-organization-to-leverage-disruptivetechnologies.html Merriam-Webster, (2016). Coach. Retrieved from http://www.merriam-webster.com/dictionary/coach Merriam-Webster, (2016). Mentor. Retrieved from http://www.merriam-webster.com/dictionary/mentor Morrison, E., & Milliken, F., (2000). Organizational silence: a barrier to change and development in the pluralistic world. Academy of Management Review, vol 25, no 4, 706-725. Morgan, J., (2014). The future of work; attract new talent, build better leaders, and create a competitive organization. Hoboken, NJ; John Wiley & Sons Inc. North American Division, (2015). 360 Loop. Silver Spring, MD; North American Division of Seventh-day Adventists. Oxford Dictionaries, (2016). Self-Assessment. Retrieved from http://www.oxforddictionaries.com/us/definition/american_english/self-assessment Peddy, S., (1998). The art of mentoring; lead, follow and get out of the way.

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LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5 Houston, TX; Bullion Books. Perrin, B., (September, 1998). Effective Use and Misuse of Performance Measurement. American Journal of Evaluation 199819: 367-379. Retrieved from http://aje.sagepub.com/content/19/3/367.short Profiles International, (2010). training manual. Retrieved from http://cdn2.hubspot.net/hub/155091/file-608530384-pdf/docs/pxt Profiles International, (2016). Profile XT. Retrieved from http://www.profilesinternational.com/employee-assessment-productsoverview/profilext-personality-assessment-test/ Reflect & Learn, (2016). What is an organizational assessment? Retrieved from http://www.reflectlearn.org/discover/your-introductory-guide-to-oa Science Daily, (2013). Big data, for better or worse: 90% of the world’s data generated over the last two years. Retrieved from https://www.sciencedaily.com/releases/2013/05/130522085217.htm Senge, P., (2010). The fifth discipline; the art & practice of the learning organization. New York, NY; Currency Doubleday. Serrat, O. (2010). Coaching and mentoring. Washington D.C.; Asian Development Bank. Retrieved from http://digitalcommons.ilr.cornell.edu/intl/114/ Seventh-day Adventist Church, (2016). Official statements- mission statement. Retrieved from https://www.adventist.org/en/information/officialstatements/statements/article/go/-/mission-statement-of-the-seventh-dayadventist-church/ Stoddard, D.A., & Tamasy, R., (2003). The heart of mentoring: ten proven principles for developing people to their fullest potential. Colorado Springs, CO: NavPress. Toppo, L, & Prusty T., (Sep-Oct 2012). From appraisal to performance management. IOSR Journal of Business and Management (IOSRJBM) ISSN: 2278-487X Volume 3, Issue 5 (Sep,-Oct. 2012), PP 01-06. Retrieved from http://iosrjournals.org/iosr-jbm/papers/vol3-issue5/A0350106.pdf?id=5456 Wiese, D., & Buckley, R., (1998). The evaluation of the performance appraisal process. Journal of Management History. 4 (3), 233-249.

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LEAD756 Advanced Studies; Coaching & Mentoring 2.2 & Evaluation & Assessment 3.5 Wikipedia, (2016). 360-degree & multi-rater . Retrieved from https://en.wikipedia.org/wiki/360-degree_

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