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.     

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.     

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.     

Evaluation von Coaching

Evaluation of executive coaching — an inquiry of coaches and clientsThe variables, the effects and the connection between variables and effects of executive coaching are examined in a questionnaire study with coaches and clients. The results show that executive coaching represents an effective intervention that positively affects both the client’s self-reflection and his/her behaviour. The client’s willingness to change and his/her intensity of suffering prove to be good predictors of success in achieving the desired effects. From the coach’s perspective these factors include the intelligibility of the coaching concept and a participative procedure. Additionally, the influence of the relationship on the coaching results is identified, resembling findings in psychotherapy research. Coach and client tend to agree with regard to their perception of the coaching process.     

Die Digitalisierung von Coaching – Gedanken aus der Perspektive teilnehmender Beobachtung

This article focusses on the influence of digitalization on the performance of coaching services. Five relevant aspects are examined with regard to the opportunities and risks: (1) the coaching market, (2) the coaching process, (3) the communication between coach and client, (4) the coaching methods and tools and (5) the coach himself. The considerations make obvious that the future development of coaching depends not only on further technical innovations, but also on the answers of the professional community to the challenges of digitalization described above.     

Coaching und Neurowissenschaften

Representatives of coaching hold that coaching and psychotherapy largely overlap regarding concepts and methods. Therefore, they recommend to adapt from established psychotherapies like behavioral therapy or psychoanalysis scientifically proven concepts and successful treatments. However, psychological and neurobiological personality and effectiveness research demonstrates that the established psychotherapies reveal clear deficits in their working concepts and interventions. In general, the trustful relationship between client/patient and coach/therapist, called “working alliance” or “therapeutic alliance” turns out to be the most effective factor. There is no other form of interventions that is equally effective in all clients or patients. Thus, any coach must be capable of sufficiently identifying the mental state of the client, his/her unique personality, type and strength of his/her deficits and the available resources. Each treatment must occur in parallel at three different levels, i.?e. the mental state and memories, behavior and the manifestations of deficits and problems in the body state.     

Philosophie des coaching

The philosophy of coaching. Anthropological, hermeneutical and ethical implicationsCounselling and coaching can be understood as modern means to foster human autonomy, following the normative idea of the enlightenment. This anthropology must be completed with the Heideggerian concept of care, which clears misunderstandings of an asymmetry between coach and client. The hermeneutical dimension of coaching is analysed as creative and perspectival understanding on the basis of a fundamental questionability. With this innovative philosophical interpretation of coaching, its ethical values are adequately grounded.     

„Wir kommunizieren,also sind wir“

Whereas psychotherapy, counselling and other forms of professional communication have received considerable linguistic attention over the last years, the specific communicative interaction in coaching has been largely ignored. The author calls for a linguistic analysis of the communication between coach and client. The chosen linguistic approach should shed an applied, holistic, pragmatic and interdisciplinary light on the specific communicative interaction found in coaching in order to come up with valuable insights for both, linguists and professional coaches as well as their clients. Linguistic insights could for example be used in the development of quality standards for coaching or in the conceptualisation of future coaching trainings.     

Wie den strukturell bedingten Herausforderungen des Internen Coachings begegnet werden kann

Out of strategic considerations, companies offer their employees coaching as an internal method of personnel development. A wide range of organizational forms can be taken into consideration for those internal coaching offers. As coach and client belong to the same organization, specific areas of conflict can arise in the coaching process. Those will be briefly described. Thereafter it will be discussed how the anticipated conflicts arising during the phase of contract formation can be dealt with. Furthermore it is shown how organizational implementation of internal coaching offers can mitigate the assumed conflicts.     

Dreieckskontrakt

Triangular contracts The article presents coaching within a triangular contract. The client decides to change in her professional field since her working conditions have worsened following a merger. The coach supports her by interview training for job applications. The diverging interests of the involved parties present a definite problem during the coaching process.     

Selbstreflexivität – Annäherungen an eine zentrale Haltung in Coaching- und Beratungsprozessen

This article explores “self-reflexivity” as a key competence and general attitude in all contexts of coaching and supervision. Three main perspectives are used approaching self-reflexivity: the “where from”, “what for” and “how-to”. Thus starting from etymology the importance of the subject in the practice of coaches and counselors is explored. Based on two models it is shown what kind of interaction between client and coach is beneficial when wanting to activate self-reflexivity. The article is rounded up by a note on self-care—one important aspect of self-reflexivity.     

Verstehen in Supervision und Coaching: Sprache als Chance und Hindernis zugleich

Understanding in supervision and coaching: Language as chance and obstacleThe word or the language in general are the vehicle through which the human beings interact with each other, differentiate themselves and regulate their relations. But at the same time anybody’s word is becoming in the postmodern societies more and more individual, self-referential and self-differentiating which means both a chance and an obstacle. The relation between supervisor/coach and client shapes a system of communication that produces stability and at the same time it creates a threat which brings about the possibility of changing the patterns of meaning introducing differentiated models of language.     

Motivational Interviewing im Coaching

Motivational interviewing (MI) has proved itself empirically as an effective interviewing framework in various therapeutic contexts, in which establishing an intrinsic motivation to change is the most important goal. Using case studies, we show for which typical coaching requests MI can be useful. The combination of the spirit of MI and its specific interviewing techniques allows the coach to deal safely and helpfully with ambivalence and resistance of the coachee. It helps the coachee to resolve ambivalence and to make change-related decisions. Because of its complexity, we suggest an integration of MI in curricular coaching training and the empirical research of MI effects in the context of coaching.     

Myers-Briggs Typenindikator — ein ressourcenfokussierendes Instrument für Coaching und Karriereberatung

Myers-Briggs Type Indicator — a useful tool for coaching and career counseling to identify clients giftsFor career counseling and coaching procedures the Myers-Briggs Type Indicator has proved a sound and well-designed instrument. As such it is a useful and effective tool which allows me to assess and analyze a client’s position. The four categories of personality styles yield a broad spectrum of insights and are subtly differentiating. The premises of the MBTI are the uniqueness of the individual and the respect for individual differences. Focussing on this premises and based on concepts originated by C.G. Jung this indicator establishes categories of cognitive functions. These will enable a client to gain a better perception of herself or himself and enhance her or his understanding of others. It is necessary, however, to embed the results of the indicator into a context of counseling goals, and for the benefit of a client solid counseling skills of the coach are essential. Provides these conditions, the indicator will support a client’s professional and personal development and can be used to demonstrate issues of work coordination and cooperation. Especially disputes become more matter of fact. The non-judgemental language of the Jungian concepts allows self esteem to grow and de-escalates conflicts. Once a common base is found new avenues towards action can be explored.     

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.     

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.     

Interne und externe Coachings in Unternehmen

When organizations employ coaching as an instrument for personnel development, the question arises whether they should opt to engage internal or external consultants. In a first step, this article identifies the characteristics of internal and external coaches by means of a series of criteria. It then goes on to discuss the factors which influence the suitability of choice between an internal or external coach at the level of the organization, in terms of the coachee and in terms of the coach. It becomes apparent that there is a situational consideration of the advantages and disadvantages. The article concludes with an actual example which demonstrates possibilities to combine the advantages of internal and external coaching.     

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.