The “art” of executive coaching at the top: Using clients’ self-imagery as a tool for high impact.

IF 0.9 Q4 PSYCHOLOGY, APPLIED
Karol M. Wasylyshyn
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引用次数: 2

Abstract

The “ art ” of coaching at the top is considered metaphorically and discussed in this article as a co-creation between client and coach. This co-creation is catalyzed by the client ’ s self-imagery — explicit and highly visual imagery — of how they see themselves as leaders at the beginning, midway, and at the end of coaching. The evocation of this self-imagery is a foundational act at the outset of a coaching engagement and is accomplished by the coach ’ s use of a speci fi c technique, the visual leadership metaphor (VLM). With the use of this technique, client and coach get rapidly aligned in the identi fi cation of client-centered thematic material that not only informs the course of the coaching but also intensi fi es the quality of their connection and ensures traction toward achieving the client ’ s growth objective as a leader. Based on the author ’ s analysis of 180 VLMs, eight overarching coaching themes are identi fi ed. These eight themes and a description of the speci fi c coaching tools used are also provided. Important research questions are raised, and practitioners may fi nd value in considering this conceptualization of co-creation; in doing so, they may evolve their own art in the coaching of top business leaders.
高层高管培训的“艺术”:利用客户的自我形象作为提高影响力的工具。
高层教练的“艺术”被认为是隐喻性的,本文讨论的是客户和教练之间的共同创造。这种共同创造是由客户的自我意象催化的——明确的和高度视觉化的意象——他们如何在开始、中途和教练结束时将自己视为领导者。这种自我意象的唤起是教练参与的一开始的基本行为,并且通过教练使用一种特定的技术来完成,即视觉领导隐喻(VLM)。通过使用这种技术,客户和教练在确定以客户为中心的主题材料方面迅速达成一致,这不仅通知了培训的过程,而且加强了他们之间联系的质量,并确保了客户作为领导者实现成长目标的吸引力。基于作者对180个vlm的分析,确定了8个总体指导主题,并提供了这8个主题以及所使用的具体指导工具的描述。提出了重要的研究问题,从业者可能会发现考虑这种共同创造概念的价值;在这样做的过程中,他们可能会在指导顶级商业领袖方面发展出自己的艺术。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
2.50
自引率
9.10%
发文量
22
期刊介绍: Consulting Psychology Journal: Practice and Research serves as a forum for anyone working in the area of consultation. The journal publishes theoretical and conceptual articles, original research, and in-depth reviews with respect to consultation and its practice. The journal also publishes case studies demonstrating the application of innovative consultation methods and strategies on critical or often overlooked issues with unusual features that would be of general interest to other consultants. Special issues have focused on such current topics as organizational change, executive coaching, and the consultant as an expert witness.
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