Doctoral Supervisor: Coach, Mentor or Master? Developing an Alternative Paradigm for Doctoral Supervision

This working paper is the second in a series of working papers presenting the on-going findings from a longitudinal research project grounded in exploring the experience of doctoral supervision and developing practice. In the first paper and phase one of this research study, Cook, Nichol and Loon (2014) explored the existing context for doctoral supervision and, drawing from literature on the problematic nature of doctoral supervision and coaching and mentoring, considered the value of drawing on coaching and mentoring models in formulating alternative paradigms for doctoral supervision. This paper reports the findings of phase one, a mixed methods study of experiences of doctoral supervision with supervisors and students in one UK university business school, from which the Collaborative Action Doctoral Supervision conceptual model emerged. The paper also introduces phase two, a collaborative action research study with doctoral supervisors and students who are applying, reflecting on and developing further this doctoral supervision model. We are aiming to answer the question of whether the use of coaching and mentoring in doctoral supervision enables the transfer and sustainability of learning from the doctoral supervision session to outside the experience and improves the quality. Is the doctoral supervisor coach, mentor or master? Key words Doctoral supervision, coaching, mentoring, collaborative action research.

An Exploration of the Use of Coaching and Mentoring in the Supervision of Doctoral Students in UK University Business Schools

Purpose: to consider and evaluate the student and supervisor experience of doctoral supervision (dyadic and triadic) and specifically the value of using coaching and mentoring approaches (process and relationship) in supervisory practice. Design/methodology/approach: phase one is a mixed methods study exploring the use of coaching and mentoring in doctoral supervision on traditional and taught doctoral programmes in one UK university business school. The focus is on developing a conceptual model for doctoral supervisory practice for the transfer of learning and the improvement of practice. Phase two will be a collaborative action research study in a range of UK university business schools to use, reflect on and refine the conceptual model of supervision. Findings: the initial findings from phase one will be reported on at the conference presentation. Research limitations/implications: we have tentative agreements from four UK university business schools for phase two (subject to ethics approval). Practical implications: students and supervisors participating in the research will benefit from having the opportunity to review and improve their practice; the participating business schools will have the opportunity to review and potentially revise their doctoral student and supervisor training; and a business school’s reputation for high quality doctoral supervision could be enhanced. Social implications: could potentially benefit numerous future students and supervisors across a wide range of UK university business schools. Originality/value: there does not appear to be any previously published research on the use of coaching and mentoring in doctoral supervision in UK university business schools for the transfer of learning and improvement of practice.