Purpose: This paper presents the findings of a small scale research project exploring mentorship programme participants' experiences and learning about their managerial role in an adult social care service seeking to build management practice, resilience and well-being in the context of transformation.

Design/methodology/approach: A case study of one public sector workforce development project is presented. The programme involved the use of an individual social care mentorship model and continuing professional development framework to support and engage 60 social care managers in the facilitation of workforce practice transformation. A small scale research study of 15 managers was undertaken. Participants provided a written reflective review and narrative of their individual experience and of learning. The narrative of a purposive sample of 15 managers was analysed using Tamboukou (2005) and informed by Labov and Waletsky (1967) as a guide.

Findings: Thematic analysis of managers’ reflective accounts, identified the adaption of coaching methods and the used of role modelling skills in the workplace. Emotional well being and resilience was maintained during the mentorship programme. Structural analysis emphasised sequences or messages in the narrative indicating manager’s cooperation with the organisation in achieving its’ transformational goals and gaining employee engagement.

Research limitations: This is a small scale study exploring one aspect of the project’s goals

Practical implications: The project delivery and research findings will be of interest to other organisations considering the implementation of mentorship to support transformation and change.

Originality/value: There are very few evaluations of social care mentorship in the literature and this paper and the case study described provides interesting new insights into the process and its possible outcomes.