Coaching für neu berufene Professor/innen

Coaching is used increasingly at universities as an instrument of human resource development for newly appointed professors. The article starts by examining the complexities of the situation often encountered after appointment. On the basis of three case studies, the article goes on to describe possible functions of coaching for professors as a target group and to draw conclusions about the role of the coach in the field of academics.     

Neu auf dem Lehrstuhl Hochschullehrer/innen als Führungskräfte

New on the professorial chair. University professors as leadersWhen taking over a professorship, young scientists face a lot of new tasks, especially tasks of leadership for which they usually do not possess any knowledge nor experience. Besides these deficits, it is a lack of prior reflections that thwarts a successful starting on the new job. A qualified coaching could prevent this outcome. For coachs who are asked for counseling in such situations or want to specialize in this field, the article provides background informations and a counseling framework. A special section deals with coaching of female scientists and gender specific aspects of a professorship.     

Lehrexzellenz – Lehrkompetenz: Herausforderungen für Neuberufene mit Coaching begegnen

Excellence and competence are terms referring to recent developments in higher education especially concerning the quality of teaching. The discussion about teaching excellence can be interpreted as increasing stress upon universities. Teaching competence on the other side is extensively a matter of the individual lecturer. As such they are expected to focus on their educational beliefs, their teaching conceptions, and their disposable teaching methods on new mission statements that are committed to teaching excellence. This article deals with the question how the recruitment of new professors is carried out in universities of applied sciences considering the mentioned teaching excellence. The coaching program for professors that have recently been appointed at the Cologne University of Applied Sciences is presented as a forceful in-house procedure that is oriented toward the development of teaching competence.     

Kommunikationsthemen im Coaching

Communication is present in any human interaction. Although it is not always focused as a specific goal the enhancement, development and maintenance of conversation skills is an essential task in coaching processes. Especially for academics communication topics are of considerable importance. An overview specifying career stage and typical communication issues is introduced for professors and young academics. Two detailed case studies shed light on the concrete work on conversation skills in academic coachings.     

Angebot und Nachfrage von Coaching für Wissenschaftler/innen

The article focuses how far coaching for scientists and academics is developed and established on the relatively new counselling market university. The demand of coaching of the different target groups will be described as well as the topics and contents coaching offers to them. The professional profile and competences of coaches and supervisors are presented. Also the challenges especially for coaches and people in responsible positions for personal development are discussed.     

Implementierung von organisationsinternen Coaching-Programmen

Implementation of internal coaching programs in organizationsThe implementation of internal coaching in organizations requires a long-term preparation. A short-term realization and prompt outcomes of such large programs are not to be expected. The best qualifications of an internal coach is unprofitable, if the conditions of an implementation of such coaching programs are not prepared exactly. Further more, the coach has to make a lot of preparing work, e.g. to organize information meetings, to establish and to co-ordinate a pool of internal and external coaches. There are extensive requirements of an internal coaching, and before an implementation it is to calculate, whether the necessary structures are given or may be established.     

Erfolgsfaktoren beim Einzel-Coaching

Success factors of executive coaching. A screening of the coaching scenery from the client’s point of viewThis survey, based on questionnaires, examines the success factors of one-to-one coaching from the client point of view. Firstly, ten success factors in coaching were established by means of factor analysis. Secondly, more extensive analysis shows that, contrary to previous research in this field, the “professional system” is not necessarily a determining success factor in coaching. As an exclusive instrument of staff development, coaching seems to be effective even without support from the professional system. The analysis also indicates that the clients perceive their coach as an advisor and confidant as regards role expectations. Furthermore, multiple regression analysis discloses the predictive effects of the two success factors “the coach’s qualification” and “the coach’s involvement” for the overall success of coaching from the client’s point of view. The overall success of coaching itself is established through three items: the clients’ attitudes towards coaching, their attitude concerning further coaching, and the extent to which their objectives were met in coaching.     

Internes Karriere-Coaching für High-Potentials in einer Wirtschaftskanzlei

The International Law Firm Hogan Lovells has developed an internal coaching program for their associates. The Career Coaching supports lawyers to develop important non-juristic competencies. With this program Hogan Lovells established the Employer Brand “The People Development Firm” to attract legal High Potentials in the war for talents. By means of the skills profile and typical coaching topics it is shown how a tailor-made personnel development can be offered.     

Implizite Theorien über Lernen und Veränderungen durch Coaching in Organisationen – Eine empirische Untersuchung

There are many different ways to understand and use coaching in organization which are influenced by the organizational culture with different basic assumptions about learning and change of humans. The question is on behalf of which implicit theory the members understand and develop their organization. The goal of the following investigation is to describe these implicit theories of change. Therefore a large sample of human resource managers were interviewed about assessment criteria for coaches, coaching topics, expectations on coaching, attitudes on coaching and the impact of coaching in their organization. The results show that there are no distinguishable patterns in the formal coaching processes but clear und different types of implicit theories about coaching. Finally some implication for coaching in organization and for external professional coaches were made.     

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.     

Der Stand der Coachingforschung: Kernergebnisse der vorliegenden Metaanalysen

The present article provides a quantitative overview of the state of coaching research. It first provides an insight into the status quo of the academic publishing landscape. Afterwards, results of the four meta-analyes that have been published on coaching research up to now are summarized. First, results on the efficacy of coaching or coaching outcomes are presented. Findings for different outcome measures as well as different study designs are reported. Next, results on predictors of coaching success are presented. They include specific features of the coaching process and setting, the coach-coachee-relationship as well as characteristics of coaches and coachees. The article closes with a summary and an assessment of the state of coaching research.     

Die Differenzen zwischen Supervision und Coaching

The difference between supervision and coachingThe difference between supervision and coaching This article discusses the difference between coaching and supervision. There are three relevant points: (1) Supervision and coaching deal with different groups in the organisations; (2) coaching is more personal development, supervision more for the self experience; (3) Supervision is change from the bottom and coaching change from the top.     

Coaching in globalen Unternehmen: Beispiele aus Europa, den USA und China

This article first identifies what a select group of globally operating companies has been implementing in the way of coaching over the last years. In particular, different coaching approaches in Europe, USA, and China are reviewed in the context of these organizational examples. The particular practices are evaluated in light of possible theoretical underpinnings due to the continuing scarcity of sound empirical research on coaching. Addressing the need for first-hand examples of deployed coaching programs, the following offers practitioners the opportunity to extract information on the types of coaching interventions which have been successfully implemented and what criteria are important to consider when rolling out a coaching intervention in a global business environment. Recommendations and lessons learned on selecting coaches are also provided.     

Die Arbeitsbeziehung im Coaching �C ein Stiefkind der Forschung

This study examines the relevance of the coaching relationship. 30 semi-structured interviews with coaching officers in swiss large-scale enterprises are analyzed in the frame of a qualitative content analysis. The half of the polled experts believes that a good coaching relationship is the crucial impact factor of coaching. One third considers a well-working relationship as an important condition to achieve a successful coaching process. The most mentioned attributes and capacities of a coach in order to contribute to a functioning relationship are the ability to listen, empathy, appreciation, trustability, interest and openness. The discussion explains the relevance of these findings for prospective efforts in the field of coaching research.     

Gibt es „interkulturelles Coaching“?

The definition of intercultural coaching depends as well on expectations and objectives of the clients as on underlying concepts of culture. To detect the required competencies of the coach we differentiate between coaching as intercultural learning, coaching in inter- and multicultural contexts and transcultural coaching. Taken these perspectives in mind, culture is and cultures are immanent dimensions in all coaching processes. Hence, in a globalized world of hybrid cultures and individuals the coach needs to use culture(s) as reflexive resource for any kind of coaching process and session.     

A Trojan Horse? The implications of managerial coaching for leadership theory

This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative ‘meaning-making’ and a diminished ‘distance’ between leaders and team members.     

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.     

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.     

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.     

Als Coach wird man kein Millionär

The volume of the coaching market is often highly overrated. For the most so called coachings are actually trainings on the job. Further more, only very few clients are willing to pay for the coaching of their own. Accordingly it is very difficult for a newcomer after his coaching education to built up a professional existence as a coach. In general, a professional coaching permits not more than incidental earnings.