Educational leaders play a crucial role in selecting and refining coaching approaches to achieve their coaching purposes within their specific context. In this task, you must explain and apply scholarly

EDPROFST 762 Assignment 2

Scenario-based interactive oral on meso-level coaching approaches

Word limit: 15 minutes
Weighting: 30%
Due date: 12-17 January 2026

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Assignment Purpose

Educational leaders play a crucial role in selecting and refining coaching approaches to achieve their coaching purposes within their specific context. In this task, you must explain and apply scholarly theory and research to advise a colleague on how to select and refine meso-level coaching | mentoring approaches for particular purposes in your context. This assignment supports course learning outcomes 1, 2, 5 and 7.

Assignment Details

What Is An Interactive Oral?

An interactive oral is an authentic, educationally aligned conversation in which you draw on knowledge from the course to demonstrate your understanding of the material. It is not a question-and-answer oral exam. Your interactive oral will be conducted with one of the course lecturers, who will take on the role of your peer in an authentic, scenario-based conversation that mimics a real-world professional situation. During this conversation, you will present and discuss how you might adapt and select coaching | mentoring approaches to develop professional capacity for a particular purpose in your setting.

The Authentic Context

You and a peer are the leaders responsible for designing a coaching | mentoring programme in your educational organisation. It is early days – leaders and teachers have agreed that a coaching and mentoring programme would support the development of professional capacity in your organisation. Still, as yet, there is not agreement on specific coaching | mentoring purposes. Your peer will come from the same sector setting as you. For example, if you are in early childhood, they will assume the role (as much as possible) of an early childhood educator.

The Authentic Scenario

At your last meeting, you and your colleague found yourself talking at cross-purposes due to different opinions on the nature and quality of effective meso-level coaching and mentoring approaches. When you mentioned that the models and concepts that you’d recently learnt at a coaching | mentoring course could help the two of you reach a shared understanding of meso-level approaches, your colleague was enthusiastic to know more. The focus of this meeting is to develop a mutual understanding of how meso-level coaching approaches can be selected and adapted to suit different purposes in your context. The focus is not to identify a particular purpose or meso-level approach, but to explore how the models and concepts you’ve learnt from the course can inform choices about meso-level approaches for different purposes and conditions in your context. For example, what coaching and mentoring purposes might a dialogic approach be suited to, compared to a facilitative approach? What attributes of a meso-level approach are necessary to promote adaptive expertise? Which meso-level approaches require high levels of expertise for either the coach or the coachee?

A reciprocal, interactive conversation is necessary to build mutual understanding because each of you brings different knowledge and experience to the conversation:

You bring knowledge of models and concepts that can be applied to inform the selection and adaptation of meso-level approaches to suit specific purposes and contexts.

Your colleague, who has just attended a meeting with your organisation’s senior leaders, brings some potential ideas about purposes and barriers/enablers to coaching | mentoring in your context.

Meeting Format

You have 15 minutes with your colleague.

In the first 5 minutes, you will provide a presentation to your colleague, to introduce them to key ideas related to the following:

Adaptive expertise, and why it is critical for leading or teaching in your organisation.

The key implications of adaptive expertise for meso-level approaches.

A meso-level coaching model and how it can be used to support you in selecting and refining coaching and mentoring for your organisation.

In the next 10 minutes, you will engage in an authentic conversation with your peer to grow mutual understanding. Your peer will aim to listen carefully and probe to deepen their understanding of theories, concepts, and their implications. During the conversation (based on their meeting with senior leaders), your peer will also offer up particular purposes and barriers/enablers, so that you may debate how the course concepts and ideas can be applied depending on specific purposes and barriers/enablers.