ABSTRACT
In Asia Pacific, the author sees a wide variation in the maturity of coaching, with Australia, New Zealand and Singapore being the most advanced. Leaving aside the United States/European split over mentoring these continents have largely moved beyond the stage where anyone can attach the words coach or mentor randomly to any kind of activity. Outside of Australia, New Zealand and Singapore, there is little evidence of coaching at the higher levels of coach maturity. The four levels of coach maturity are: models-based, process-based, philosophy-based and systemic eclectic. Within organisations, internal developmental mentoring programmes have increasingly become the key to developing a coaching culture. One of the most significant evolutions for mentoring in recent years has been e-mentoring. One of the problems with much of the quantitative literature on mentoring is that it fails adequately to define the relationships that are being measured. The quality of research is also benefiting from increasing interaction and networking between researchers around the world.
