Consulting Psychology Journal-Practice and Research最新文献_第9页

The Trusted Leadership Advisor: Defined, Unpacked, Encouraged 值得信赖的领导顾问:定义，打开，鼓励

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Consulting Psychology Journal-Practice and Research Pub Date : 2019-03-01 DOI: 10.1037/cpb0000126

Karol M. Wasylyshyn

引用次数: 5

TOWARDS A PROCESS-BASED TYPOLOGY OF WORKPLACE COACHING: AN EMPIRICAL INVESTIGATION 面向基于过程的职场教练类型:一项实证调查

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-12-01 DOI: 10.1037/cpb0000118

A. Myers, T. Bachkirova

{"title":"TOWARDS A PROCESS-BASED TYPOLOGY OF WORKPLACE COACHING: AN EMPIRICAL INVESTIGATION","authors":"A. Myers, T. Bachkirova","doi":"10.1037/cpb0000118","DOIUrl":"https://doi.org/10.1037/cpb0000118","url":null,"abstract":"Research into work-based coaching has been prompted by the need of a new discipline to demonstrate its effectiveness, often assuming that coaching is a homogeneous activity. The multifaceted and multipurposeful nature of coaching now requires the development of meaningful typologies that reflect this diversity and are grounded in the analysis of coaching process. There are many reasons empirical investigations of the coaching process are extremely rare. The aim of this article is to present a study leading to an empirically derived model representing a 4-dimensional coaching typology. The research was based on a “qualiquantological” Q methodology involving 47 participants. Actual coaching sessions were evaluated from the perspective of professional coaches and their clients, with professional coaches observing recordings of these sessions. A Q methodological factor analysis led to a clear identification of 2 types of coaching: “client-led coaching,” in which the coach and client work together in a flowing dialogue exploring the client’s issues, and “process-led coaching,” characterized by an actively engaged coach using a wide range of coaching techniques, visibly structuring the coaching process. There was partial support for a third type—“dialogic coaching”—and a fourth approach was inferred as being the inverse type of client-led coaching.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"7 1","pages":"297–317"},"PeriodicalIF":1.1,"publicationDate":"2018-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84972319","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

BEYOND THE CLIENT/COACH DYAD IN COACHING SENIOR BUSINESS LEADERS 在指导高级商业领袖时，超越客户/教练的二元关系

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-12-01 DOI: 10.1037/cpb0000117

J. Blanton, Karol M. Wasylyshyn

{"title":"BEYOND THE CLIENT/COACH DYAD IN COACHING SENIOR BUSINESS LEADERS","authors":"J. Blanton, Karol M. Wasylyshyn","doi":"10.1037/cpb0000117","DOIUrl":"https://doi.org/10.1037/cpb0000117","url":null,"abstract":"Theory and research in executive coaching have typically focused on the characteristics and methods of coaches and on the dyadic relationship of the coach and client. Little attention has been given to individuals such as the boss and human-resources (HR) executive who are directly or indirectly involved in the coaching process. These key individuals are both sources of timely observations about the executive and reinforcers of the client’s development. This article focuses on how the involvement of these participants—outside the dyad—affects the work of senior coaches working in longer term coaching engagements with top business leaders. The article also addresses (a) the question of who the client is in these complex engagements, (b) the ethical issue of confidentiality when coaching within the complex dynamics of an organization, (c) the ethical issue of maintaining multiple relationships specifically with the executive’s boss and the HR partner, and (d) the influence of the larger organizational structure and culture on the coaching process. The relationship of the coach with the HR leader and executive’s boss is seen as an essential partnership that is fueled by mutual trust, collaborative respect, role clarity, and safe boundaries of confidentiality.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"104 1","pages":"339–350"},"PeriodicalIF":1.1,"publicationDate":"2018-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88985701","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 7

COACHING CORPORATE NOMADS: CROSS-CULTURAL RELOCATION AND REENTRY 辅导企业游民:跨文化迁移与再入

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-12-01 DOI: 10.1037/cpb0000120

A. Freedman

引用次数: 2

THE ENTREPRENEURIAL ORGANIZATION: THE EFFECTS OF ORGANIZATIONAL CULTURE ON INNOVATION OUTPUT 创业型组织:组织文化对创新产出的影响

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-12-01 DOI: 10.1037/cpb0000121

Gorkan Ahmetoglu, Reece Akhtar, Dimitrios Tsivrikos, T. Chamorro-Premuzic

引用次数: 17

Client Dropout From Business Coaching 客户从商业辅导中退出

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-09-01 DOI: 10.1037/cpb0000112

C. Schermuly

引用次数: 13

The Efficacy of Executive Coaching: An Empirical Investigation of Two Approaches Using Random Assignment and a Switching-Replications Design 高管培训的有效性:随机分配和切换重复设计两种方法的实证研究

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-09-01 DOI: 10.1037/cpb0000115

Janette S. Williams, R. Lowman

{"title":"The Efficacy of Executive Coaching: An Empirical Investigation of Two Approaches Using Random Assignment and a Switching-Replications Design","authors":"Janette S. Williams, R. Lowman","doi":"10.1037/cpb0000115","DOIUrl":"https://doi.org/10.1037/cpb0000115","url":null,"abstract":"Using random assignment and a switching-replications design in a corporate setting, this study compared the effectiveness of two approaches to executive coaching: goal-focused and process-oriented. Goal-focused coaching is based on goal-setting theory, which concentrates on identifying a task to be accomplished, whereas process-oriented coaching emphasizes interpersonal processes more than specific content or goals. Sixty-four senior executives and their supervisors (dyads) from a multibillion-dollar company were randomly assigned to 1 of 4 conditions: (a) goal-focused coaching, (b) process-oriented coaching, (c) goal-focused control group, and (d) process-oriented control group. Participants and their supervisors each chose 1 of 8 leadership competencies from the organization’s performance-management system as the coaching objective. The coaching consisted of 4 face-to-face, 1-hr coaching sessions over a 4- to 6-week period. The 16 executive coaches in the study received precoaching training to ensure consistent delivery of the two approaches. The results showed an increase in leadership competencies and behaviors for the coaching groups but not for the control groups, as rated by the coachees only. Contrary to prediction, however, there was no significant difference between the approaches of goal-focused and process-oriented coaching on leadership competencies or behaviors. Furthermore, there were no differences between the two approaches in the postcoaching follow-up. Implications of the results for executive-coaching theory, research, and practice are discussed.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"26 1","pages":"227–249"},"PeriodicalIF":1.1,"publicationDate":"2018-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84975821","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 11

The rise and fall of the growth of organization development: What now? 组织发展成长的兴衰:现在怎么办?

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-09-01 DOI: 10.1037/CPB0000116

W. Warner Burke

引用次数: 14

When the Boss Came to the Meeting . . .: Hierarchical Distance and Emotional Labor in Workplace Meetings 当老板来开会…:等级距离和职场会议中的情绪劳动

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-09-01 DOI: 10.1037/cpb0000111

E. Nyquist, Joseph A. Allen, Rebekka L. Erks

{"title":"When the Boss Came to the Meeting . . .: Hierarchical Distance and Emotional Labor in Workplace Meetings","authors":"E. Nyquist, Joseph A. Allen, Rebekka L. Erks","doi":"10.1037/cpb0000111","DOIUrl":"https://doi.org/10.1037/cpb0000111","url":null,"abstract":"Meetings are a frequent occurrence in today’s work environment and yet they remain understudied empirically. This study focused on better understanding the relationship between hierarchical distance in meetings and emotional labor. More specifically, we investigated the direct effect of surface acting and deep acting on hierarchical distance, respectively, using social-comparison theory and norms of professionalism as our theoretical framework. In addition, we explored whether an individual-difference variable, susceptibility to emotional contagion, moderates these relationships. Utilizing a panel of full-time working adults from various industries who attend meetings regularly, we found that hierarchical distance is positively related to surface acting, but no conditional effect was found. However, emotional contagion was shown to moderate the relationship between hierarchical distance and deep acting such that the relationship was positive for high emotional contagion but negative for low emotional contagion. Conclusions concerning the implications for research and practice of consulting psychology are drawn.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":"5 1","pages":"207–226"},"PeriodicalIF":1.1,"publicationDate":"2018-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73567327","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

The wisdom of Warner Burke: An introduction to the rise and fall and future of organization development. 华纳·伯克的智慧:介绍组织发展的兴衰和未来。

IF 1.1

Consulting Psychology Journal-Practice and Research Pub Date : 2018-09-01 DOI: 10.1037/CPB0000119

R. Kaiser

引用次数: 2