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.     

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.     

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.     

Coaching von Doppelspitzen — Wann sind Formen von Mediation zu integrieren?

Coaching with double-top: In which cases mediation is to be integrated?The author discusses coaching in a special management setting, the double-top. She shows, that this double-top is usual in several organizational milieus, but that this involves a considerable potential of conflicts on the individual, interactional and systemic level. Therefore, many double-tops consult a coach. If the conflicts have reached a higher level of escalation, the coach should use concepts of mediation beyond the traditional forms of consulting.     

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.     

Praxis des organisationsinternen Coachings

The article describes five different types of internal coaching programs. Specific attention is paid to the underlying concepts as well as to risks and chances regarding the impact on organizational development. The typical differentiating criteria of the different models and aspects for analysis and design of an internal coaching program are summarized at the end.     

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 Bedeutung von Vertrauen im internen Coaching

This article addresses the interface of personal trust and trust in the organization in internal coaching taking particular account of the fact that the coach is part of the organization. The consequences of the mode of assignment, i.e. the circumstances under which the coaching is initiated, the importance of neutrality, discretion, voluntariness and the importance of the coachee??s previous experience with the organization are discussed. The article also explains which aspects affect trust development and how trust building in internal coaching can be improved.     

Coaching für Wissenschaftler in der au?eruniversit?ren Forschung

The author presents a concept for introducing a coaching programme in a non-university research institute with the aim to strengthen scientific excellence. The paper analyzes requirements for coaching that result from characteristics of scientific work and derives steps for implementation. The results are: (1) There is a tension between individual career objectives and short time organizational goals related to external research funding and commissioned research; (2) coaching should be introduced primarily as individual career coaching; (3) an important challenge exists in sensitizing leading scientists to address this tension between individual career objectives and organizational goals more actively. The paper discusses the relationship between individual consulting and more general organizational goals in science coaching.     

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.     

„Wir mussten Coaching erstmal salonfähig machen“

In this study coaching culture is defined as a part of organizational culture that reflects the patterns of assumptions and actions concerning coaching, as well as the perception and evaluation of results and modes of effects. A qualitative study with 15 experts from six large companies revealed that positive and negative cultures concerning coaching can be differentiated. The results show a trend towards a positive culture, which needs active support. It is assumed that the coaching culture is a relevant impact factor for the efficacy of coaching.     

Psychiatrisierung, Personifizierung und Personalisierung Zur personenzentrierten Beratung in Organisationen

Psychiatrization, personification and personalization. Individual-centred consulting in organizations The individual-centred consulting already achieved high popularity in supervision and coaching. Based on system theory this article aims to define the functions of individual-centred consulting approaches — such as supervision and consulting — for organizations. The function of person-centred consulting is less an obvious manifest function of human resources development and more an invisible one for isolating conflicts in special interactional contexts. The organization achieves protection of its structure through coaching and supervision, because it is able to isolate its conflicts interactionally and therefore these conflicts remain to a large extent without any consequences for the organization.     

Coaching in der Verwaltung

Coaching in administrative authorities. A study on the acceptance of a new counseling method This study proves that also leadership in administrative authorities are in need of counseling for developing their social, professional and organizational competence. Coaching turns out to be a helpful method for it. Occasions for coaching, efficacy and conditions of coaching are explored. In spite of the promising start support of the organization is necessary to establish coaching in the long run. For this aspects and suggestions are discussed.     

Wozu keine Wertsch?tzung?

The article follows the question why it is likely to find the request for more appreciation in most organizations, while everybody seems to agree that amelioration in this regard would be of help. To find an answer it uses empirical data to illustrate what most employees actually mean when they formulate their request for appreciation. This analysis offers some reasons why appreciation is less likely in organizations and gives first hints to reframings and questions that could be of help in coaching and supervision processes. It is followed by an interpretation of the communicated lack of appreciation based on social systems theory. It will reveal the benefit of this apparently unsolvable bad state of affairs and draws further consequences for coaching and consulting.     

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.     

Prokrastination als Coaching-Anliegen

Procrastination refers to non-deliberately delaying intended actions in the absence of external constraints that force one to do. It occurs frequently and can have negative consequences both for the procrastinating individual and the organizational unit in which he or she works. Procrastination tendencies of individuals themselves or of other people that they are working with can be topics that are addressed in coaching processes. The Temporal Motivation Theory provides a theoretical framework that is well suited as a guideline for structuring the coaching process in those instances and for selecting appropriate coaching tools.