Robert (Bob) G. Hamlin is Emeritus Professor and Chair of Human Resource Development at the University of Wolverhampton in the UK and Honorary Treasurer of the University Forum for Human Resource Development-an international association for universities, reflective practitioners, and learning oriented organizations.His research is focused mainly on perceived managerial and leadership effectiveness and managerial coaching effectiveness within public, private and third sector organizations in the UK and in other countries within Africa, Asia, Europe, the Middle East, North America and South America. The findings of his research have been published nationally and internationally in a wide range of management and HRD related books and academic journals. Bob is lead co-editor of Organizational Change and Development: A reflective guide for managers, trainers and developers (FT Prentice Hall, 2001) and sole author of Universalistic Models of Managerial and Leadership Effectiveness: A cumulative and multiple cross-case empirical study of effective and ineffective managerial behaviour (VDM Verlag Dr Muller, 2009). He serves on several editorial boards including Human Resource Development Quarterly,Human Resource Development International, the European Journal of Training and Development, and the International Journal of Evidence-based Coaching and Mentoring.
Andrea D. Ellinger is Professor of Human Resource Development in the Soules College of Business at The University of Texas at Tyler. She is the former editor of Human Resource Development Quarterly and is the recipient of the 2012 Academy of Human Resource Development Outstanding Scholar of the Year Award. She has presented and published her research nationally and internationally, and has been the recipient of several teaching, research, reviewing, and service awards. She serves on several editorial boards including Management Learning, the International Journal of Evidence Based Coaching and Mentoring, the Journal of Workplace Learning, Human Resource Development Quarterly, Human Resource Development International, and is a Consulting Editor for Adult Education Quarterly. Her research interests include evolving managerial roles, managerial coaching, mentoring, informal learning in the workplace, organization development, organizational learning, the learning organization concept, and employee engagement.
Jenni Jones has held a variety of Human Resources & Learning and Development roles within both the private and public sector. She worked in HR and Organisational Development for the Prudential for 8 years, then moved to Britvic Soft Drinks as their Performance and Development Manager, and then into a Consultant role with SBC Training as their Professional Programmes Manager. In 2004, she joined the University of Wolverhampton Business School, where she teaches undergraduate and postgraduate courses in the area of Business, Leadership, Change, Coaching and Mentoring. As well as teaching, Jenni leads a variety of external projects and has worked with a number of UK Police Forces (she has received a special recognition award from both the West Midlands Police and the British Association for Women in Policing), the NHS, City Councils and a large number of private organisations. She has also published a variety of articles and spoken at a number of Conferences in the field of coaching, mentoring, women and leadership. Her current job title is Associate Professor in Coaching and Mentoring.