Zugl.: Hamburg, Helmut-Schmidt-Universiẗat, Univ. der Bundeswehr, Diss., 2007.

Personal development is a concern for anyone with various paths that can be followed in the search for such development; the actions of people are the most important things in life, because they are what is visible: what I do is stronger and more important than what I say. In this sense, coaching in general and Management - Coach in particular, have an opportunity to contribute to this better performance. In the present article, the actions of traditional managers are compared with those of a Manager - Coach, which is, mainly to achieve a greater commitment with their people, to achieve superior results. The Manager - Coach uses conversational techniques, understands the processes that are traversed and makes it easier for his collaborators to find the answers that each situation requires, contributing to gain confidence and security in what they do. / El desarrollo personal es una preocupación para muchos, siendo diversos los caminos que se pueden seguir en la búsqueda de dicho desarrollo; el actuar de las personas, es lo más importante en la vida porque es lo visible: lo que se hace es más fuerte e importante que lo que se dice. En este sentido, el coaching en general y la Gerencia-Coach en particular, tienen una oportunidad para contribuir a este mejor desempeño.En el presente artículo se comparan las actuaciones de los gerentes tradicionales con los de un Gerente-Coach, el cual tiene como principal objetivo lograr un mayor compromiso con sus colaboradores para alcanzar resultados superiores. El Gerente-Coach emplea técnicas conversacionales, comprende los procesos que se atraviesan y facilita a que sus colaboradores encuentren las respuestas que cada situación requiere, contribuyendo a que ganen confianza y seguridad en lo que hacen.

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Relações familiares abaladas, novos conceitos de família, desafios relativos a trabalhos e estudos e vulnerabilidades sociais diversas têm levado pessoas a procurar ajuda profissional ou espiritual. Pastores, padres e demais líderes religiosos têm sido cada vez mais convocados a conhecer o comportamento humano e a saber orientar quanto aos conflitos e adversidades inerentes à vida em sociedade. Esta pesquisa apresenta um estudo qualitativo sobre a possibilidade do uso do Coaching no atendimento e acompanhamento de pessoas em gabinetes pastorais e paroquiais. O Coaching é uma forma de acompanhamento individual ou coletivo que orienta pessoas quanto à realização eficaz de objetivos e metas de vida. Amplamente difundido em círculos profissionais, o Coaching é ainda pouco conhecido/empregado no contexto religioso. Desse modo, essa pesquisa propõe a interação entre Aconselhamento Pastoral e o Coaching a partir de pesquisa bibliográfica. Discute-se a atividade de Aconselhamento Pastoral, desde sua conceituação e origens até sua aplicabilidade face aos dilemas enfrentados no mundo contemporâneo. Paralelamente, a pesquisa traça considerações sobre a história do Coaching e suas as contribuições e aplicações na sociedade atual. É destacada a influência mútua que uma atividade pode exercer sobre a outra, assim como perspectivas futuras da interação do Coaching e do Aconselhamento Pastoral. Conclui-se que a união destas formas de acompanhamento de pessoas pode ser útil na intervenção em contextos de vulnerabilidade social diversos. Pode, portanto, proporcionar relevantes contribuições a líderes das igrejas cristãs e comunidades de fé. / Disrupted family relations, new family profiles, challenges posed by work and studies and various social vulnerabilities have made people seek professional or spiritual support. Pastors, priests and other religious leaders have been increasingly summoned to understand human behavior and to know how to advise in face of conflict and adversities inherent to life in society. This research presents a qualitative study on the possibility of employment of Coaching in tending to and accompanying people in pastoral and parish offices. Coaching is a form of individual or collective accompaniment of people guiding them towards effective achievement of life objectives and goals. Widespread in professional circles, Coaching is still little known/employed in religious context. This is a bibliographic research proposing the interaction of Pastoral Counseling and Coaching. It discusses the activity of Pastoral Counseling, from its conceptualization and origins to its applicability with regard to the dilemas encountered in the contemporary world. In parallel, this research outlines considerations on the history of Coaching, its contribution and applications in today's society. The mutual influence of one activity upon the other, as well as future prospects of the interaction of Coaching and Pastoral Counseling is highlighted. The paper concludes that the union of these methodologies of accompanying people may be useful in interventions in contexts of diverse social vulnerabilities. It can, therefore, provide relevant contributions to leaders of Christian churches and faith communities.

M.B.A. / Different types of mentoring were investigated to determine this state. Individuals as well as organisations were approached to investigate mentoring from both aspects (Organisations mentoring programmes and individual mentoring experiences). This study was conducted by using secondary data from the literature study and primary data from questionnaires. This was done by approaching HR departments to distribute questionnaires to employees within their organisation and consultants who distributed questionnaires to employees within the organisations they were consulting to. The literature study reviewed previous research within this subject and was useful in preparing the questionnaires as well as comparing against the answers received. By using the HR departments and consultants the researcher felt that the intended persons would be reached. Also the thought behind this methodology was that if a person of authority were to distribute the questionnaires there would be an increase in the response rate and limit the amount of spoilt papers. The downside to this method was the possibility of respondents doctoring their answers to make their superiors look better than they were. Hopefully this was overcome by the option of anonymity. HR consultant organisations were also contacted to ascertain how many actually conducted formal mentoring programmes for other organisations. Finally the research highlights that although mentoring does take place in organisations today, the vast majority are informal and left up to the individuals to foster themselves, whereas there is a vast shortage of formal mentoring programmes initiated by organisations themselves. Also, of organisations in the workplace that are HR orientated, very few provide dedicated mentoring programmes as part of their services.

På arbetsmarknaden dyker ständigt nya coachingföretag upp och på nätet finns mängder av företag och utbildningar för att bli certifierad coach. Detta samtidigt som det finns spridda meningar om coaching verkligen är en seriös bransch. International coach federation (ICF) utvecklades för att ge coachen en tydlig definition. Många forskare hävdar fortfarande att branschen är svagt förankrad i forskning och att den inte heller har uppnått en tydlig definition. Genom denna tvetydighet blev syftet att jämföra utvalda coachers yrke genom deras beskrivning av arbetssätt, utbildning och kompetenser. Samt att framföra deras berättelse om yrkets utveckling. Frågeställningen blev utifrån det syftet: Finns det skillnader och/eller likheter mellan de intervjuade coacherna utifrån arbetssätt, utbildning och övriga kompetenser? Hur väljer de intervjuade coacherna att definiera sin yrkesroll? Hur kan respondenternas beskrivning av branschens utveckling förstås?För att kunna göra en analys utifrån syftet och frågeställning blev följande teoretiska begrepp utvalda; yrke som ett analytiskt redskap, stängning, distinktioner, regression samt kompetensteorin.Med en kvalitativ studie utfördes sex intervjuer. Resultatet visar på skillnader och likheter i respondenternas beskrivning om arbetssätt samt på synen om behörighetskrav och vilka kompetenser som krävs. Respondenternas beskrivning om arbetssätt och definition av roll skiljde sig tydligt. Vidare visar resultatet att respondenterna tycker att coachingbranschen är en svårdefinierad bransch som ofta har en missvisande bild i media och i samhället. I branschens utveckling lyfter respondenterna att behovet av coaching kommer fortgå men att hårdare krav för vem som får kalla sig coach bör implementeras.Nyckelord: Coaching, Exekutiv Coach, Karriärcoach, Yrke

No description available.

Virginia Cooperative Extension (VCE) agents build local relationships with participants and stakeholders to translate evidence-based information to improve "economic, environmental, and social well-being" of Virginians. However, Extension agents have reported high rates of employee burnout and stress. To mitigate the impacts of agent stress and burn-out, application of mindfulness and yoga through health coaching is emergent, but the impact is yet to be empirically tested. To holistically evaluate the individual-level impacts (i.e., behavior) as well as the system impacts (i.e., costs and sustainability), this project tested the initial feasibility, cost, reach, and efficacy of a virtual health coaching program for VCE agents. The CHAT (Coaching for Health and Togetherness) program consisted of nine weekly, one-hour modules including goal setting, self-reflection, behavior change strategies, group yoga and grounding exercises as well as resources on Ayurveda (an ancient Indian system of medicine and sister science to yoga). The program facilitated group dynamics through relationship building, group goal setting, group distinctiveness, and support. The impacts of the coaching module were measured longitudinally (pre, post, and 3-month follow up) through previously validated scales in flourishing (i.e., complete human well-being), group cohesion, physical activity behaviors, and yoga self-efficacy. Additionally, qualitative data were collected at the 6-month follow up point through semi-structured interviews. Participants in CHAT reported increased flourishing scores from baseline to post-program, t(7)=4.42, p=0.003 with a medium effect size (d=0.53) as well as at the three-month follow-up, t(7)=3.06, p=0.018 with a small effect size (d=0.14). Participants significantly increased aerobic physical activity behaviors from pre-program to post program, X2(1, N=11) =7.21, p=0.007, as well as at the three-month follow up, X2(1, N=11) = 4.95, p=0.026. Participants did not show significant changes in yoga self-efficacy or group cohesion. Future implications of this project include sustainability and scalability of virtual group health coaching programs for behavior change. / Master of Science / Virginia Cooperative Extension (VCE) agents build local relationships with participants and stakeholders to translate evidence-based information to improve "economic, environmental, and social well-being" of Virginians. However, Extension agents have reported high rates of employee burnout and stress. To mitigate the impacts of agent stress and burn-out, application of mindfulness and yoga through health coaching is emergent, but the impact is yet to be empirically tested. To holistically evaluate the individual-level impacts (i.e., behavior) as well as the system impacts (i.e., costs and sustainability), this project tested the feasibility (initial implementation cost, reach) and efficacy of a virtual health coaching program for VCE agents. The CHAT (Coaching for Health and Togetherness) program consisted of nine weekly, one-hour modules including goal setting, self-reflection, behavior change strategies, group yoga and grounding exercises as well as resources on Ayurveda (an ancient Indian system of medicine and sister science to yoga). The program facilitated group dynamics through relationship building, group goal setting, group distinctiveness, and support. The impacts of the coaching module were measured longitudinally (pre, post, and 3-month follow up) through previously validated scales in flourishing (i.e., complete human well-being), group cohesion, physical activity behaviors, and yoga self-efficacy. Additionally, qualitative data were collected at the 6-month follow up point through semi-structured interviews. The results showed significant increases in participants' flourishing from pre-program to post-program as well as at the three-month follow up point, as well as significant changes in aerobic physical activity behaviors. Participants did not show significant changes in yoga self-efficacy, group cohesion from pre-program to post-program or at three-month follow up. Future implications of this project include sustainability and scalability of virtual group health coaching programs for behavior change.

No description available.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The aim of this research assignment was to determine the contribution coaching has made, as part of a blended leadership development programme, towards the development of individual leaders and leadership development at Transnet Freight Rail. This was aimed at identifying ways in which the coaching component may be improved. The research was undertaken with a group of high-potential leaders, at an operating division of the parastatal company Transnet, in South Africa. A qualitative research methodology was used and, within that framework, a phenomenological case study design. The research data was gathered, using semi-structured interviews, from 13 participants who received external coaching as part of the blended programme. The findings confirm that coaching, combined with blended leadership development activities, has a synergistic and positive impact on the individual and the organisation, enhancing both the human and social capital at Transnet Freight Rail. The participants expressed a multitude of benefits from receiving coaching: improvements in various aspects of their personal, social and cognitive competence, as well as assisting in their learning, retention and application of the other modules of the blended programme. The coaching intervention has assisted participants in enhancing and applying their own coaching skills within the organisation. This was accomplished by their experience of having been coached, by using the example from the sessions and through the coaching course attended as part of the blended programme. The findings in this research assignment suggest that coaching is making a positive contribution to leadership development at TFR by strengthening the leadership capacity, developing a coaching culture, improving strategic thinking when problem-solving, improving decision-making, improving productivity, increasing employee morale, and improving the individual's performance thereby benefiting the organisation. Coaching has also resulted in greater teamwork, broader understanding of the business, retention of talented employees and has demonstrated to employees that the organisation is committed to developing its staff and helping them to improve their skills.

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In this highly competitive market, organisations are placing a strong emphasis on leveraging its organisational learning (OL) activities to achieve a sustained advantage. Organisations are increasingly recognising the value of partnering with external education providers to implement customized executive education programmes that can address their unique business need. Coaching interventions are frequently incorporated in such learning initiatives to enhance the alignment of the learning and development practises with the organisational goals and to increase the level of learning transfer once the program has been completed. The best-practises of coaching interventions remain however several understudied. This study therefore investigated the importance of multi-stakeholder partnerships on the effectiveness of coaching interventions within a customised executive programme. Qualitative data was collected through a series of semi-structured interviews targeting coaches, organisational learning drivers and delegates to obtain multi-source feedback for enhanced validity of perceptions. The findings were subsequently subjected to thematic analysis resulting in the emergence of 7 core themes. The results emphasised the importance of aligning the interpretation of management, organisational learning drivers (OLDs), coaches and delegates regarding the goals of the organisation and the coaching initiative. A recurring theme across the datasets related to the importance of transparent, direct and open communication prior to the commencement of coaching. Furthermore, the advantages of group coaching highlighted in this study were supported by previous literature. Another important contribution of this study pertained to evaluating and sustaining the mental and behavioural shifts delegates experienced during the coaching interventions. This highlighted the importance of soliciting management support, eliciting informal accountability and post-coaching interventions. As a result of combining multi-stakeholder perceptions, the findings of this study may contribute towards developing a best-practice model for coaching interventions in customised executive education (CEE) programmes.