Gegenwart und Zukunft des Coachings – aus Unternehmenssicht

The questions as to what coaching is, which goals are pursued in coaching, and what expectations are placed on coaching services are commonly answered in the coaching scene by taking recourse to its own, internal models and preconceptions. The future of coaching, and of the providers of coaching services depends to a considerable degree on whether the self-perception and the service portfolio offered by coaching providers actually meet the needs and demands of clients. In order to learn more about the preconceptions and expectations of companies concerning the service and the coaches themselves, Kienbaum has collaborated with Harvard Business Manager on a survey of such companies in early 2008. The author presents an overview over the survey’s relevant findings, and he discusses the conclusions of these findings concerning a future understanding of coaching services and what is required of coaches and their qualifications.     

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?

In this article, we focus on a specific type of personal and professional development practice -executive coaching- and present the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date. We focus only on coaching provided by external coaches to organizational members. Our purpose is twofold: First, to present and evaluate how executive coaching outcome studies are designed and researched (particularly regarding methodological rigor and context-sensitivity). Secondly, to provide a comprehensive review of what we know about executive coaching outcomes, what are the contextual drivers that affect coaching interventions and what the current gaps in our understanding of coaching practice. On that basis, we discuss and provide a research agenda that might significantly shift the field. We argue that methodological rigor is as important as context-sensitivity in the design of executive coaching outcome studies. We conclude with a discussion of implications for practice.     

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.     

Arbeit mit dem „Inneren Team“ als imaginative Methode im Coaching

Vivid presentation as a coaching task? At first glance, this topic certainly is a classical training subject. This case report shows that in particular cases, however, coaching may be indicated: When training measures do not succeed and it can be suspected that mental barriers are the reason for this failure. In the actual coaching process, imaginative methods as well as a constellation of the “Inner Team” have been used in order to approach the more psychological dimensions of insufficient presentation competence.     

E-Coaching: Prozess- und Ergebnisevaluation des„Virtuellen Zielerreichungscoachings“

The authors present the design and first results of an ongoing research project. The main emphasis of the research lies on observable and mental processes of the coach and the coachee in and between coaching sessions as well as for the coachee after the coaching. The research is based on a particular e-coaching format named “virtual goal attainment coaching”, consisting of telephone-based coaching sessions combined with by internet mediated questions that the coachee answers with support of the coach. The ambition of this particular type of coaching, since based on empirical findings of coaching success factors and combined with modern media, is to generate excellent results within a short amount of time. Preliminary findings confirm the efficiency and effectiveness of this blended coaching program.     

Geschichten erzählen als Beratungsintervention

If the coach tells a story during a coaching then it is far more than just entertainment. But what is it then? The author reveals the basics of this rarely discussed form of intervention. He points to important aspects of the narratology, theory of cognition and theory of coaching. He makes clear what can be achieved through stories in this context and gives pragmatic tips for a successful input of this form of intervention. He also tells the story of how he has been disappointed by his son.     

Überall ist unterdessen „E“ – E‑Coaching als ein adäquates Format

More travelling, increasingly flexible working hours, omnipresent technologies, more complex tasks: coaching using digital channels and tools perfectly dovetails with modern work routine. This article explains what virtual coaching is (and can be) and presents the variants blended coaching and immersive coaching. The advantages and potential points of criticism of virtual coaching are also described. Finally, the seven phases of the ideal-typical virtual coaching process are presented.     

Coaching von Führungskräften aus Expertenorganisationen

In this text, the particularities of the situation of executives in expert organizations are discussed. Then four cases are described, in which (1) the problems that bring leaders from expert organizations into coaching are illustrated, (2) the respective coaching interventions are described and (3) the key concepts that were in the coaching helpful are summarized. Finally, some thoughts what is in executive coaching from expert organizations useful are discussed.     

Beratungsforschung mit,für oder ohne die Praxis?

This article deals with the extent to which consulting research and consulting practice are pulling in the same direction or whether the gap between them still seems insurmountable. Therefore we examine the literature on consulting research, report what kind of research coaching practitioners would consider beneficial and introduce first findings from an empirical survey in which coaching practitioners were asked about their motivation for—or against—taking part in coaching research.     

Evaluating leadership coaching: A review and integrated framework

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation that includes formative evaluations of the client, coach, client–coach relationship, and coaching process, as well as summative evaluations based on coaching outcomes. The paper also includes a quantitative synthesis examining evaluation methodologies in 49 leadership coaching studies. The results revealed that self-reported changes in clients' leadership behaviors are the most frequently assessed coaching outcome, followed by clients' perceptions of the effectiveness of coaching. Recommendations to advance coaching evaluation research include the creation of collaborative partnerships between the evaluation stakeholders (client, coach, client's organization, and coaching organization) to facilitate systematic formative evaluations, the collection of multi-source and multi-level data, and the inclusion of distal outcomes in evaluation plans.     

„Opportunity coaching“: Ein ermutigender Weg in die Coaching-Zukunft

?Opportunity coaching“ — a powerful way into coaching future This article stresses a powerful coaching approach: to work on a client’s resources, on a client’s potential improvement, oriented at a client’s future possibilities, chances and “opportunities”. Starting from a dialectic “as well as” paradigm: seeing strength and weaknesses, past and future, problems and possibilities not being mutual exclusions but parts of an holistic entity, the author elaborates core aspects and approaches of “opportunity coaching” and reports examples out of his coaching experience.     

Coaching in der Software-Branche

Coaching in the software development industry. The author describes the basic principles and starting points of a coaching concept within the context of the software development industry. The structures and processes in this context create a special need for support that can be addressed by different forms of coaching. A company-specific coaching concept has to define the goals and rationality of coaching, to determine the different ways coaching is requested and provided and to outline the overall strategy to introduce and to integrate coaching within the organization. The special need for coaching is related to the communication-intensive collaboration within software development teams and the complexity of the overall process. In particular forms of internal coaching are discussed to address these needs and a way of implementing an internal coaching pool is sketched.     

Supervision von Coaching

To the extent that coaching establishes itself as a consulting format for professionals, professionalization and quality assurance of coaching become increasingly relevant. One instrument towards professionalization and quality assurance is coaching supervision. The author defines coaching supervision and describes its various functions. The “seven-eyed” model of supervision is explained. Next, the question to what degree coaches actually take part in supervision is addressed by summarizing extant empirical studies. The article ends by describing characteristics of the publication scene on coaching supervision and by providing an outlook for future research.     

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.     

Kann denn Coaching Führung sein?

May coaching be leadership? An analysis of literature on the term coaching. An analysis of the German-speaking literature about coaching shows for what the term Coaching or rather the title coach is used in actual publications dealing with the leading manager as a coach. It becomes apparent, that coaching is not seen as a specialized advisory profession. Instead the term is used as an alternative expression for leadership vocabulary as management style or managerial functions. The elaboration of terms and concepts concludes, that semantically it is meant leadership when it comes to the concept of the coaching manager. To be an exception, the management by systemic approach forms a brand-new perspective about organizations. However, to give respects to the German-speaking coaching community there should be a difference between leadership and coaching as well as notions and titles should be used more accurate among professional management coaches.     

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.     

Kontraktgestaltung im Coaching

The importance of precise coaching-agreements in organisationsThis article brings attention to the importance in maintaining a regulatory framework within coaching and, in particular, in contracting and clarifying the relationships. These frameworks are necessary to achieve the positive effects of coaching persons within an organisation. Typical pitfalls for managers are described where the responsibilities of the client and executive are neglected or ignored. These perspectives are illustrated by a case study.     

Konfliktcoaching und Mediation, Ergänzung oder „Konkurrenz“?

Conflict-coaching and mediation: complement or competition? The author illustrates mediation and conflict-coaching as methods of conflict management of particular importance. Mediation acts as current conflict management in organization, conflict coaching performs more an advisory function. Additional increases coaching as method of personnel development the competence of conflict management of executives. The lines between mediation and coaching are often blurred.     

Coaching für Führungskräfte in der Sozialen Arbeit – eine empirische Bedarfsanalyse

Coaching for executives in social work – an empirical study on consultancy needs. Executives in social work see themselves under special demands to balance the necessity to cope with public cost cutting requirements on the one hand and the design of organization structures which are to master future challenges on the other. In order to adapt coaching to the consultancy needs in this field, 96 executives working in social facilities in Thuringia were interviewed with a view to their potential consultancy needs, in particular with respect to their management functions and leadership challenges. This investigation showed a high degree of acceptance for coaching and differentiated consultancy needs in the dilemma between economization and quality oriented social work. A preliminary competence profile for coaching personnel is derived thereof.