München, Univ. der Bundeswehr, Diss., 2004. / Computerdatei im Fernzugriff.

München, Universiẗat der Bundeswehr, Diss., 2004.

Despite widespread acknowledgement of the complex, holistic and context-specific nature of the coaching process, research has rarely focused upon coaching practice as a comprehensive, integrated and situated endeavour. This thesis examined the coaching process of the head coach of a national women's rugby union team using data collected throughout a competitive international season. A methodological bricolage consisting of ethnographic participant observation, systematic practice observations, audio-visual recordings, semi-structured interviews and stimulated recall interviews was adopted to investigate both the broad parameters and detailed properties of the coach's work. Analysis of the data led to the development of a grounded theory of the coaching process, which was found to be constituted by the interactions of the coach, a variety of associates, and the coaching context. Numerous and interrelated personal, social and contextual factors were identified that functioned to create opportunities and challenges that the coach responded to through their practice. The findings contribute to a fuller understanding of the complexity and holism of the coaching process in top-level women's rugby union, as well as a valuable conceptual framework and methodology to guide and conduct future research in different contexts.

This research study focused on the coaching practices of five internal Regional Learning and Development Managers in a multimedia organisation from 2009 to 2011. Twelve written narratives were initially used to gather information from both coaches and clients about their perceptions and experiences during a coaching session. Survey questionnaires were sent to all 135 managers who had completed the Coaching Programme since its inception in 2009, to supplement the information established from the narrative stage. Three problems were identified: employed Learning and Development Managers were expected to deliver a coaching programme in the workplace for which they were ill-equipped, unqualified and inexperienced; there was a lack of tangible benchmarks to demonstrate the success of the clients’ development; and an inconsistent standard of coaching was delivered potentially compromising ethical coaching practices and behaviour. Coaching is a specialised field of people development, which can have a noticeable impact on both employee performance and on achieving business aims. ‘Internal coaching’ has evolved from a necessity to develop people within the workplace using internal resources and a limited budget. The study reflects on an example of internal coaching and discusses the successes and failures of such a practice. According to the narratives and survey it is the coach who is the key to the success of coaching and a successful coach must be trustworthy with confidential matters; objective and able to understand the culture and operations of the company; have business credibility; is independent of the person being coached and, therefore, is not their line manager. A customised blend of appropriate styles including mentoring, instruction and coaching is recommended to achieve the best results in coaching.