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.     

Wenn im Coaching die Paardynamik die Oberhand gewinnt

With the aid of two coaching cases it is illustrated how the consultation process can lead to a negative result if the consulters are trying to leave out their so called private live because they are afraid.     

Business- oder Life-Coaching: Ist das die richtige Frage?

Three case studies are the basis for pointing out how a coaching may proceed to life–coaching. Some formal and methodical requirements for the consulting process are developed and possible central questions regarding the subsequent meta–level-dialogue are specified.     

Begleitung anspruchsvoller Bildungswege: Coaching für Studierende

The institutions of higher education offer various advisory and consulting services for students, which increasingly rely on the counseling format coaching. The article shows which students can be reached and with which kind of needs and occasions can be dealt with in the scope of coaching. Furthermore, a special focus lies on student-oriented teaching and competency development in higher education and how these issues can be supported through coaching.     

Kirche coacht F��hrungskr?fte

In the paper we investigate whether coaching, which is carried out by qualified coaches of the Church, can provide the customers with added value. The survey results are based on interviews with managers of small and medium-sized organizations. It turns out that the interviewed persons have a very strong interest in coaching, which is carried out by representatives of the church. The customers point out, that coaches can talk with a Christian background new perspectives such as ethics, morals and values. It is also clear that coaching should not be intended by religious instruction, but must attach to problems that result from the marketing economic environment of the customers. It is shown in conclusion to note that variables with a possible implementation of coaching as a business area within the study area ??Church and economy??.     

Navigationskompetenzen an der Hochschule – Coaching als Bestandteil wissenschaftlicher Qualifikation

A modern scientific qualification encompasses specialised as well as human and communication skills. Hence scientists working with individuals can benefit from coaching to the same extent as other management and teaching staff. Crucial meta-skills are the handling of change and ambiguity, and also a tenor, which can be described as “navigating on drifting islands”. With reference to the current discourse, the authors introduce an integrative concept of coaching learning and explicate how to integrate its elements into scientific education. They also debate concrete attempts at establishing credit points for coaching.     

Life-Coaching als Bestandteil von Führungskräfte-Coaching

Executive coaching represents a significant tool of human resources development and is applied to strengthen leadership and management skills. Regardless of specific professional issues on and around the job itself, experience reveals that personal issues should also represent an integral constituent of executive coaching. Indeed, managers do not only encounter professional challenges, but are challenged in their whole personality. Hence, executive coaching expands to life coaching. Based on a specific case study regarding work life balance the following article illustrates how life coaching may successfully be applied in a systematic manner and how the aspects function and human being are mutually dependent.     

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.     

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.     

Was ist interkulturelles Coaching? 20 Jahre und (k)ein bisschen Klarheit

Looking at the articles and books published in German and English it becomes obvious that intercultural coaching has become a field of expertise just as leadership or conflict coaching. However, the developments in the scholarly debate about intercultural and cross-cultural communication have not expanded into coaching. To avoid constrictions coaching needs to be combined systematically with a dynamic and cohesive notion of culture. Inspired by the theories of transformative learning and the sociology of knowledge three methodological meta-perspectives are introduced to reflect and use cultures in coaching. A practical coaching example illustrates how these culture reflexive perspectives can be handled. Lastly, coaching itself needs to be considered as a culture bound format.     

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.     

„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.     

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.     

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.     

Coaching im interkulturellen Kontext

The proceeding globalization of the professional world results in coaching being faced with increasing consultations where the cultural background of the client deviates from that of the referring company. The article describes possible distinctions between intercultural training and coaching in an intercultural context. Case studies are presented illustrating the commencing and progress of coaching with different combinations of national backgrounds, specific challenges are pointed out and approaches are developed. The author highlights the “intrinsic objectives of coaching” and the “consultant’s focus”.     

Zur Aktualität des Kompetenzbegriffs und zur Bedeutung der Kompetenz-entwicklung für das Coaching

The popular use of the term “competence” and the significance of competence development in coachingThe term “competence” is frequently used by employers, employees, trainers and authors alike, though in many cases the concept behind this term might differ considerably. But what does competence really mean, how does competence differ from other concepts like qualification, ability and skill and what is essential in developing competencies? If competence is seen as a disposition of self-organization, it helps people to solve unknown and difficult requirements based on their knowledge. The basic aim of coaching is the development of job-related competencies. Particularly social and personal competencies can be highly improved and enlarged by coaching. Thereby the coach takes the role of a consultant, who assists the coachees during their learning process and supports them with appropriate methods and tools.     

Aus Fehlern Iernen

Learning from blunders. Experiences of an executive coach with problems and solutionsNot too often, even rarely, we are in a situation to talk about blunders or shortcomings within our coaching community. That really is a pity, because a discussion like this combined with reflection and feed back is the best and only way for a coach to avoid professional mistakes in his future. So this article is “somehow another kind” of contribution. The author reports his own 18 years of “blunder-experience” as well as professional mistakes of other coaches which he observed in mentor coachings and supervisions, he suggests outcomes, consequences and solutions. Topics are: Anger, aggression and “struggles of power” within the coaching process; dependence versus (internal) independence of a coach; transference and counter-transference within the coaching process; peanut politics within a coaching process. Result: the coach himself, his core values, his boldness directed to social risks and to natural consequences — combined with appreciative conversation and respecting clients — makes out the core dissolving capacity. Without mentor coaching and professional supervision every coach would be trapped into his personal “trap of mistakes” — and even worse: without recognizing this dilemma.     

Verordnetes Coaching — und Möglichkeiten und Grenzen zur Organisationsentwicklung

Prescribed coaching — and chances and limits of organization development On the basis of two case studies it is shown how and under which conditions ?prescribed coaching“ can become effective for the coachee as well as for the organization. With that the Kühl-thesis, coaching was nothing but a placebo for the organisation, is at least partly refuted.