Background: Training is generally not available for those wishing to deliver non 8 week Mindfulness Based Interventions (MBIs) adapted for specific contexts and populations. A new model for training in MBIs is developed with the following principle components: teaching on theory, participation in a practice, followed by teaching the practice and receiving feedback, and consultation and discussion of live mindfulness-based work. Methods: A quantitative and qualitative evaluation is presented of the experience of the first cohort to complete the training. Results: The results suggest considerable satisfaction with the training programme although recommendations for future changes to the training programme are made. Conclusions: A framework is suggested that aims to balance the need to preserve the integrity and quality of mindfulness teaching with the need to be responsive and pragmatic to the needs and capacity of clinicians and community leaders who are increasingly using mindfulness in creative ways. Strengths and limitations of the evaluation are considered.
This qualitative study examines how managerial coaching builds felt-trust among remote working employees by meeting the psychological needsof autonomy and relatedness,outlined in Social Determination Theory. In-depth semi-structured interviews with 15 employees revealed that managerial coaching plays a critical role in establishing and maintaining trust among employees so they feel trusted in their abilities and valued as a person. This fills a gap in the managerial coaching literature and supports evidence to suggest that felt-trust is more powerful than trust in the leader, in determining employee performance when working remotely. The implication is that managerial coaching training will deliver the necessary skills to effectively motivate and demonstrate trust to a remote workforce.
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