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IJMCE
1,1
Mentoring and coaching
educators in the Singapore
education system
24 Pak Tee Ng
Office of Graduate Studies and Professional Learning,
National Institute of Education, Nanyang Technological University, Singapore
Abstract
Purpose – The purpose of this paper is to examine the practice of mentoring and coaching in the
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Singapore education system, to show the difference in philosophy in which these two concepts have
been applied and to discuss the issues and challenges involved in their implementation.
Design/methodology/approach – This paper reviews the mentoring and coaching systems in
Singapore through literature review and a critical analysis of the mentoring and coaching philosophies
and schemes for the different levels of educators.
Findings – This paper shows that mentoring and coaching are implemented in many areas of
the professional development of educators in Singapore. These include mentoring for trainee
teachers, beginning teachers, training school leaders and beginning school leaders; and coaching
in the performance management system of all teachers and school leaders. However, there are
inherent tensions in having an appraisal connotation in some mentoring and coaching platforms
in Singapore and in encouraging critical reflective learning and innovation in mentoring and
coaching.
Research limitations/implications – As this paper is based on literature review and analysis, it
recommends empirical research around mentoring and coaching in Singapore. In particular, it
recommends research in examining the impact of particular mentoring and coaching schemes within
different contexts and the experiences of the participants in such schemes. It also recommends
research to address the questions of whether there will be enough coaches and mentors to meet the
emerging demand for mentoring and coaching in schools, as they struggle with their multiple roles in
school; and whether the mentoring and coaching system in Singapore is too formalized to encourage
innovation.
Practical implications – This paper encourages practitioners to reflect on the inherent tensions in
having an appraisal connotation in some mentoring and coaching platforms in Singapore and to
embrace critical reflective learning and innovation in mentoring and coaching.
Originality/value – This paper is one of the few papers (and the most current) that review the
mentoring and coaching systems in Singapore. It forms a basis for future empirical research in this
area.
Keywords Singapore, Teachers, Mentoring, Coaching, School leadership, Appraisal
Paper type Research paper
Introduction
Mentoring and coaching are important concepts in the professional development of
educators. However, there are many definitions of each term and each term is
sometimes confused with the other. Between them, there are many areas of overlap or
International Journal of Mentoring similarities in both concept and practice. They are sometimes used interchangeably
and Coaching in Education
Vol. 1 No. 1, 2012
and at other times used together as a “unified package”. This paper examines the
pp. 24-35 practice of mentoring and coaching in the Singapore education system, showing the
r Emerald Group Publishing Limited
2046-6854
difference in philosophy in which these two concepts have been applied and discussing
DOI 10.1108/20466851211231602 the issues and challenges involved in their implementation.
Literature review: mentoring and coaching in education Mentoring and
In general, both mentoring and coaching are professional development practices coaching in
involving one professional helping another in a mutually enriching manner (e.g.
Anderson and Shannon, 1988; Clutterbuck and Ragins, 2002; Ng, 2005) to foster Singapore
learning and development based on an established relationship, premised on mutual
trust, respect and openness (Orland-Barak and Yinon, 2005; Timperley, 2001; Jeruchim
and Shapiro, 1992; Stowers and Barker, 2010). In actual practice situations, Douglas 25
(1997, p. 83) observes that “although the mentoring/coaching process varies in different
organizations and across different relationships, it typically involves a relationship in
which an experienced manager provides help, advice, and sponsorship to a junior
manager”. Properly implemented, mentoring/coaching can have a positive impact on
the performance and well-being of educators (e.g. Ng, 2005; Onchwari and Keengwe,
2008; Tolhurst, 2010).
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Ng (2005) takes the position that although both concepts are very similar and are
underpinned by professional learning, there is a slight difference in emphasis.
Coaching is more concerned with learning for performance and takes a short- to
medium-term perspective. Mentoring is more concerned with learning for professional
growth and takes a medium- to long-term perspective. The skills, techniques and tools
are similar. When one professional helps another, he or she may play the role of coach
and mentor at the same time, shifting in emphasis depending on developing situation.
For example, if a department head is helping a junior teacher with classroom
management, he or she is adopting a coaching stance to help this junior teacher
improve immediate performance. If this department head is asking the same junior
teacher to reflect on his plans for professional development, this department head is
adopting a mentoring stance to help this junior teacher in his longer-term growth. This
aligns quite well with Yariv’s (2009) position on the main distinction between coaching
and mentoring – coaching is where one primarily aides another in task-specific
improvements through reflective enquiries and guided instructions for the benefit of
the one being coached; mentoring involves advice-giving and mind-set conditioning.
From this angle, mentoring then is considered a broader concept than coaching,
since the emphasis of coaching is on job-specific tasks for improvement of skills and
performance (Simkins et al., 2006). However, while it is possible to position mentoring
as a broader concept, with coaching positioned as a tool for improving immediate
performance, it is also possible to position coaching as a more immediate concept, with
mentoring as a logical extension for long-term growth. This paper uses the term
“mentoring/coaching” (M/C) when the concepts are used together and the terms
“mentoring” and “coaching” individually when it is necessary to split them for
discussion. There are a few salient points of M/C to note that are relevant to our
subsequent discussion, namely:
. M/C should not be considered as a panacea for all problems in an organisation;
. M/C is effective provided the mentee/coachee is willing to learn;
. M/C applies to all levels of personnel, not just classroom teachers; and
. M/C is not just about imparting knowledge and skills, but also about gaining
organisational awareness and enhancing psychosocial well-ness.
First, M/C should not be considered as a panacea for all problems in an organisation.
In particular, M/C should not be “applied as a solution in a problem department or to a
IJMCE problem employee nor solely as an orientation activity” (Donnelly and McSweeney,
1,1 2011, p. 271). There is a lot more to making the M/C relationship work but some
organisations assign staff to one another “with the assumption that a common
workplace will be enough to make the relationship work” (Donnelly and McSweeney,
2011, p. 271). It is also true that M/C can emerge organically without being part of a
structured programme (Carter and Francis, 2001). Through the case study they
26 conducted, Carter and Francis (2001) observed that mentoring relationships, although
not formally designated by the school, emerged among beginning teachers and non-
beginning teachers who were teaching and collaborating on similar subject areas.
Furthermore, with the aim of providing “guidance mixed with professional space”
(Carter and Francis, 2001, p. 255), the kind of mentoring relationships that developed
over the course of the year were characterised by strong mutual respect and
commitment. The beginning teachers in the study attributed their survival and success
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Methodology
Mentoring and coaching are practised in the Singapore education system as part of the
professional development of educators. This paper is guided by the following research
questions:
. What are the platforms for the practice of mentoring and coaching in the
Singapore education system?
. What are the differences in philosophy in which these two concepts have been Mentoring and
applied? coaching in
The next two sections examine and present the platforms of mentoring and coaching in Singapore
the Singapore education system. Mentoring and coaching are separately examined to
show the differences in philosophy in which these two concepts have been applied. The
examination involves a review and critical analysis of published academic papers and
key government statements and documents on the policies and practices of mentoring 27
and coaching. The major findings are now presented in the next two sections.
Pre-service teachers
Pre-service teacher education in Singapore is based on an “Enhanced Partnership
Model” (NIE, 2009, p. 40) characterised by the tripartite relationship between NIE,
MOE and Singapore schools. These three stakeholders work closely along the whole
continuum of teacher education. This model taps on the proven strengths of NIE’s
university-based approach while emphasising a close collaboration with MOE and
schools, in order to strengthen the theory-practice link. It also specifies accountabilities
for each stakeholder, which may be more prominently weighted at different points in
the teacher education continuum, starting from initial teacher training to the early
stages of a teacher’s career and further in their professional development (NIE, 2009).
An integral part of the pre-service programme is the practicum, where trainee teachers
practise their teaching at schools over a ten-week period on average. Mentoring is critical
to the success of the practicum. Each trainee teacher is assigned a cooperating teacher
(CT), who is the mentor and whose class the trainee teacher will teach. The CT also
IJMCE inducts the trainee teacher into the school at the beginning of practicum, sets expectations
1,1 for professional behaviour and guides the trainee teacher in improving his or her teaching.
Because each school in Singapore usually takes in a number of trainee teachers each
time, the school actually appoints a School Coordinating Mentor (SCM) to oversee the
mentoring process for all the trainee teachers in the school. As group mentors, SCMs
are expected to establish rapport, provide encouragement and support the trainee
28 teachers in their professional development. An integral part of the mentoring process
is to provide support for the trainee teachers and this involves constant communication
with the trainee teachers to share, discuss and help resolve personal and professional
concerns. The SCMs also act as the liaison persons between NIE and the school. These
SCMs work closely with the CTs to monitor the progress of the trainee teachers and
immediately address emerging concerns and issues between the CT and the trainee
teachers, coaching and mentoring both the CT and the trainee teachers in the process.
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which are indicative of capacities to make wise and intelligent responses in novel and
unpredictable situations” (Elliott, 1991, p. 313). This is particularly important in an era of
school management where marketisation and performance of education have “subjected
teachers to the micro-management of ever-tightening regulations and controls that are the
very antithesis of any kind of professionalism” (Hargreaves, 2000, p. 169). To achieve a
real education transformation, teachers cannot simply replicate the existing practices
of more senior members. Rather, the M/C relationship should stress the importance of
encouraging teachers to challenge existing thinking and bring change out of the tension.
Therefore, the important issue is not about having M/C platforms. It is about the
nature of M/C itself. Teachers should be encouraged to include critical reflections in an
M/C relationship, to challenge assumptions, create knowledge and deal with larger
issues in ambiguous environments (e.g. Ng, 2008b; Ng and Tan, 2009). Teachers need to
move beyond technical concerns (Elliott, 1993; Louden, 1991) so that they may
critically reflect on broad issues in teaching and learning. M/C in Singapore should
therefore provide a platform for innovation, not mere replication.
Conclusion
In summary, this paper shows that M/C is practiced in the Singapore education system
among professionals at various levels and there are good structural provisions for such
practice. Educators in Singapore benefit from M/C but there is tension in the close
association of M/C with performance appraisal and reward system, in a system that
exhibits a high level of performativity. While this paper has examined the philosophies
and implementation of mentoring and coaching in Singapore, there is a paucity of
empirical research around M/C, in particular the impact of particular M/C schemes
within different contexts and the experiences of the participants in such schemes.
There are also questions of whether there will be enough coaches and mentors to meet
the emerging demand for M/C in schools, as they struggle with their multiple roles in
school; and whether the M/C system in Singapore is too formalised to encourage
innovation. There is therefore considerable scope for further research work in the use
of M/C in the professional development of educators in Singapore.
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Corresponding author
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