The same and different: distinguishing the roles that coaching and mentoring play for charity CEOs

The distinctions between coaching and mentoring are not well understood. This study utilises qualitative case study methodology to explore the roles that coaching and mentoring play in addressing the leadership challenges of charity CEOs in the UK. Interpreting coaching and mentoring as types of behaviour helps to clarify how stakeholders in the charity sector make sense of the similarities and differences between each discipline. Four different forms of coaching and mentoring are described, and their impact is analysed for charity CEOs personally, relationally and strategically. Some important resulting opportunities are identified for charity CEOs and their coaches and mentors, to enhance the effectiveness of their working relationships and their conversational dialogue.