Implementierung von Coaching für Schulleitung und Schulaufsicht

Implementation of coaching for principals and supervisory school authorityGerman schools will have to improve the quality of their work to be able to compete on an international level. School development is also personnel development. Establishing professionalism of school executives (among others by coaching) plays a major role in this matter. First of all the author describes the implementation process of internal coaching for principals and thereafter for officers of the supervisory school authority. In doing so, he also points out problems that can arise during such a project. The evaluations of surveys prove the acceptance and importance of coaching for this target group. Finally, possible future coaching offers for school executives are addressed.     

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.     

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.     

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.     

Coaching für die Schulentwicklung

Coaching in school development The author focusses on coaching as a method of school development. In most cases school development is designed as organizational change realized by external experts (change agents). In contrast to this procedure, the author favours a school development by internal persons, especially by the principals of schools. It is argued, that if they are carefully coached during the whole process they are much more likely to succeed in developing the whole system.     

Selbstmanagement-Entwicklung durch coaching?

Development of self-management by coaching? An expert survey on the promotion of self-management competenciesThe much-discussed assumption that business coaching promotes clients’ self-management competence was explored through an expert survey. In a qualitative questionnaire study, 20 professional coaches provided information on their conceptual understanding of self-management, their approaches to promoting client self-management and on strategies employed to assess intervention outcome. In addition, coaches specified the obstacles and constraints clients encounter when transferring improved self-management skills into everyday working life. The results corroborate the relevance of the self-management concept in a coaching context. The benefits resulting from an increased consideration of self-management processes in coaching research, vocational training courses and day-to-day coaching practice are discussed. The use of theoretical concepts which provide a guideline is recommended.     

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.     

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.     

Leadership coaching,leader role-efficacy,and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool

In this study, we used a two-phase exploratory sequential design consisting of qualitative and quantitative research methods to assess leadership coaching as a leadership development tool. A focus group study combined with a review of theory resulted in hypotheses linking coaching to increased leader role-efficacy (LRE) and leader's trust in subordinates (LTS). Using data from leaders participating in a six month coaching program and a control group, the results showed that LRE and LTS increased in the coaching group, but not in the control group. We also hypothesized that increased trust in subordinates would be related to subordinates' psychological empowerment and turnover intentions. A significant relationship between increased LTS and reduced turnover intentions was found. Finally, we found that the degree of facilitative behavior from the coach positively affected the changes in both leader role-efficacy and trust in subordinates. While the results should be interpreted with caution as the sample is small, our findings support claims that coaching represents a promising leadership development tool. Furthermore, the results regarding trust in subordinates represent contributions to the development of a relational perspective on leadership development.     

Die „4-Level-Evaluation“: Messen der Ergebnis- und Prozessqualität im Coaching

“4-Level-Evaluation”: Measuring coaching success. Introducing a general and valid evaluation methodology, the “4-level-evaluation”, which will secure measuring coaching success and coaching process –without any limitation in terms of special tools or methods – and which every client will understand and appreciate. How to create a realistic evaluation bottom line, how to manage expectations to avoid perhaps disappointments, how to define possible coaching goals and how to eventually evaluate grades of achievement are explained and applied to a practical coaching case.     

Erfolgsfaktoren bei der Integration von Coaching und Entwicklungsprogrammen

Success factors for the integration of coaching and development programs This article describes possible ways to combine coaching and development programs for managers, that are based on the author’s practical experience. Such a combination can lead to a more intense and more sustainable competence growth than each individual approach. Both coaching and development program benefit from a combination. Adequately, a high level of integration is desirable. Such an integration will be successful if the structure of the program allows for embedding, special characteristics of the target group are considered, non-threatening labels are used, and the coaches/trainers are able to build a coherent bridge between the single elements.     

Coaching im Mittelstand – Wer ist der Mittelstand?

Medium-Sized companies usually have a specific organizational structure and corporate culture. This has implications for Human Resource Management, which is less systematized in medium-sized companies in comparison to larger organizations. What does ?medium-sized business“ mean and who is meant with that? Which typical values form its culture? What are the specific conditions for coaching in medium-sized businesses? Does a coach need special qualifications for this sector? This paper attempts to answer these questions and stays close to the everyday business of medium-sized companies. Concrete Examples will explain specific topics and coaching solutions for medium-sized businesses.     

Karriereberatung eines Marketingleiters

Career coaching of a marketing managerThis paper describes the career coaching of a marketing manager, who is in a conflictual work situation and forced to make a decision concerning his professional career. The goal of this coaching is to increase the client’s understanding of the opportunities and risks of two job alternatives and to develop with the client a pathway for his future career. Coaching methods are the analysis of the current situation, the determination of important strengths and weaknesses, a discussion of his career expectations and an exploration of the future. The results enabled the client to weigh up the opportunities and risks of the job alternatives and allowed him to make a clear decision concerning his future career.     

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.     

Schließung von Schulen — Chancen für schulische Innovationsprozesse

Closing down schools — chances of scholar innovative processes. Coaching as support of merging processesThe author discusses chances and risks of processes of school merging processes as an internal coach of a school board. Conditions for success are named for various levels of hierarchy in the school system. This includes an support by means of coaching and supervision.     

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.     

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.     

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.     

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.