Quo vadis ... Orientierungshilfen durch Coaching und Karriereberatung — Eine Einzelfallstudie

Quo vadis — Coaching and career counseling as guidance. A case study The individual case study presents coaching and career counseling as effective and efficient strategies for personnel development, particularly as it regards its ?exclusive“ potential: Contents, methods and counseling process can be adapted to the executive’s concern, person and background, adjustable in time and with precision. Public administrations and private enterprises, both in ?profit“ and ?non-profit“ areas, will therefore increasingly (have to) make use of this professional form of management counseling, since successful personnel management has established itself as a decisive factor for business success a long time ago.     

Alles Coaching oder was?!

“Internal Coaching” addresses a broad spectrum of in-house counseling. Coaching is thereby portrayed less as a profession in its own right, rather as a function which individuals with very different roles can offer and employ. Personnel directors, top managers and special internal advisors present insights into their advisory functions within companies. It becomes clear that coaching as an internal function has become an integral part of the firms. Thus this book is equally relevant for internal and external coaches. Exposure to and analysis of coaching skills from various service points of view can create greater awareness of one’s own role and strengthen professional cooperation.     

Coaching und Psychotherapie — Differenz und Konvergenz

Coaching and psychotherapy — difference and convergence. A discussion on counseling between professional and personal issuesThe author discusses the relation between coaching and psychotherapy. He emphasises several crucial differences, but here he is concerned with the interfaces between these formats. He demonstrates, that in many cases psychotherapeutic views — basing on corresponding qualifications — may offer an important improvement of coaching. This is illustrated by some case studies.     

Das „Achieve Coaching Model“®" Ein systematischer Ansatz für größere Wirksamkeit im Executive Coaching

The ?Achieve Coaching Model“®. A systematic approach to greater effectiveness in executive coaching The article describes some of the results of an international best practice study that aimed to identify what successful coaches do to achieve consistent tangible coaching results. The analysis of the primary and secondary data resulted in a new coaching model, that has received international recognition and proved to be successful and valuable in practice — the Achieve Coaching Model®. The article describes the seven steps of the model, underpins it with information from the study and the authors international coaching practice and concrete behaviours of coaches that yielded continuously positive results in a coaching setting.     

„Coaching“ durch die Führungskraft — eine kritische Betrachtung

?Leadership Coaching“ — A critical discussion?Leadership Coaching“ comes into vogue again. It is possible that cutting down the expenses for HRM (and specially for counsultants) reinforces this trend. Therefore it is again time to discuss the question about the main differences between “leadership coaching” and coaching by professionals. Consultations by the superior can be helpful, however there are distinct differences to the professional coaching.     

Blended Business Coaching

The article presents an approach of Blended Coaching, which was evaluated in an empirical study in the non-profit-sector and emerged as a concept for the profit sector. Blended Business Coaching helps to transfer training contents of advanced vocational trainings into professional daily life. Using special methods, this transfer coaching utilizes the advantages of both face-to-face communication and internet based communication for the continuing education and coaching of the participants. This article shows the results of the empirical study and the approach itself.     

Einführung von Coaching Ein Schulleiter kann es nicht immer allen recht machen

Coaching with a headmasterThe author describes a coaching process with a headmaster in difficulties, who always wants to please everybody. He lacks the necessary professional delimitation. Though refusing it initially, he recognizes the necessity and the advantage of a professional delimitation. By utilizing it in small steps, his contacts to the parents improve, he has more time for his administrative work, and he feels less oppressed by his tasks.     

Qualitativ-diskursanalytische Erforschung von Coaching-Gesprächen

“What is happening in coaching?”—this question is given two readings in the current article: Coaching is understood as consulting business and as consulting interaction. With respect to the first reading, i.e. the coaching market, the trans- and interdisciplinary research group LOCCS (The Linguistics of Coaching, Consulting and Supervision) is introduced, dedicated to qualitative-linguistic analysis of coaching and other consulting interactions. With respect to the second reading, i.e. the coaching interaction itself, the special contribution of such qualitative-linguistic analysis will be outlined. With the help of concrete examples, we will illustrate this method and its benefits.     

Coaching in den USA

Coaching in the USA. Executive Coaching has in the USA emerged as a major developmental tool in many organizations. At the same time the domain of what coaching compasses are now so diverse that it is more difficult to put boundaries around the construct. In the current coaching literature, coaching is something of a “black box”. We know it can work but often we do not know why it works. Without empirical research and especially a stronger theoretical foundation, coaching runs the risk of failing into a passing trend.     

Coaching als Methode und/oder Profession?

Experts are discussing coaching as well as a method and/or as a autonomous profession. The article tries to differentiate and define both versions. It is quite possible, that coaching can be interpreted and used as a method. Therefore coaching could be available for other professions like supervision or therapy. In contrast to this coaching as a profession is a independent part in the rank of other professions in service industries. To become such an own profession coaching has to fulfil a lot of processual criterions. Analyses of current discussions subjecting coaching proved that it is rushed to speak about a consolidated phase of being an own profession. Coaching is rather at the beginning of a promising and successful way to become an autonomous profession in the near future.     

Coaching im Spagat zwischen Praxis und Wissenschaft

Coaching between practice and science. Coaching theory and -practice are two sides of the same coin. As contrasted with the successful practice the theoretical and scientific explanation of coaching is still unattended despite the fact that serious coaching conceptions are to base on epistemological and scientific premises; and this only for the sake of practice. The text at hand will point out the limits and the possibilities to approach the task for answering to the questions of differences between science, theory and practice.     

Coaching und Internet? Chancen und Grenzen des Internets für Coaches und Klienten

Coaching and internet? Chances and limitations of the internet to coaches and clientsThis article describes potentials and limitations of Internet-based coaching and counseling. It focuses on the capabilities of the Internet as a medium of information and communication and its significance for coaches, clients and newbies. Some suggestions are given on how coaches and clients could use the Internet for working purposes. The necessity to analyze and integrate important medium-specific, individual-specific and interpersonal factors should be kept in mind. This follows the fact that they function together in a dynamic way, as the media-ecologic model of Döring (2003) postulates.     

Übungsformen in Coaching-Weiterbildungen – Ergebnisse einer Online-Befragung

Coaching training research has up to now, from an evaluative perspective, mainly considered the participants’ satisfaction and competence development. The present study, however, focuses on the conceptualization of trainings, specifically the practical parts and the exercise forms which are used in coaching trainings. In the course of an online-survey, data from 209 coaching trainers could be obtained.     

Coaching — Performanceorientierung und Managererwartung

Coaching — orientation on performance and expectations of managersThe author discusses the up to now controversial question what managers are thinking about coaching. The inquiry, developed in the Free University of Amsterdam, asks also for the expectations on coaching. The author finds out, that issues of leading take priority and that not only crises and conflicts are reasons to ask for a coaching, but also desires to improve the personal performance.     

Freiburger Erfolgsfaktoren-Coaching

Grawe??s consistency model provides a theoretical basis for a deeper understanding of coaching in general and the change process that successful coaching must create. The Freiburger Success Factor Coaching presents an approach that is committed to its scientific foundation. The four critical success factors are derived from the consistency model and neuropsychological research: resource activation including the coaching relationship, clarification, accomplishment and problem actualization.     

Die Coachingkultur als Wirkfaktor

The coaching culture as an impact factor on the efficacy of Coaching has rarely been addressed in scientific research so far. This article differentiates the coaching culture in aspects of the organizational embedding and attitudes towards coaching. The results of the quantitative study, where N = 49 members of organizations took part, show that the coaching processes are conducted in diverse ways, that the format is being applied for a broad range of issues and that the attitudes towards coaching lead into a positive direction. As a significant predictor for the judgement of coaching effects the reputation of the format in the organization was identified.     

Der Einsatz von Tablet-Computern im Coaching

There is meanwhile quite a large number of programmes (apps) available for tablet computers which can be used during Coaching. They can be used by coaches for preparation and consolidation, during coaching sessions and by clients themselves in times when they are not in contact with their coaches. This article presents application fields and discusses frame conditions for the use of tablets in Coaching.     

Coaching von etablierten Professor/innen

Coaching for professors is increasingly gaining in importance at German universities. Especially the more established professors are challenging to reach. This article identifies and analyzes the established professors as a target group for business coaching in academia. Unique requirements concerning their management tasks and professional role are presented. Basic reasons for coaching of established professors are demonstrated in three characteristic case studies from practical experience.     

Coaching und organisationale Ver?nderungsprozesse �C eine organisationstheoretische Betrachtung

For many organizations, the ability to change and to meet future needs has become a central challenge. This paper is concerned with the question of how the human resource development instrument coaching can be implemented in supporting change. Coaching settings usually deal with the context of role identity within a system. This paper follows up, outlines and links coaching with organizational theory respectively organizational learning. In conclusion, some points for the practice of coaching are outlined.     

Implementierung von Einzel-Coachings im Rahmen eines Führungskräfteentwicklungs-Programms in der öffentlichen Verwaltung

Coaching has become an integral part of systematic management development. This article describes the successful implementation of an individual coaching as an essential element in a leadership development program, that is based on the author’s practical experience. Moreover, the article presents the conceptual framework of the development program, the understanding of coaching and the underlying process. Effective internal marketing, transparency about the coaching process and an emphasis on voluntary compliance are emerging as success factors for the sustainable establishment of the coaching offer.