The purpose of this study was to determine whether coaching behavior preferences of NCAA Division I athletes differ as a function of gender and type of sport. The Coaching Behavior Questionnare (CBQ; Martin & Barnes, 1999) was administered to 195 NCAA Division I athletes. Gender and sport type were the independent variables and the participant's mean scores for the subscales on the CBQ were the dependent variables. Descriptive statistics revealed that, overall, NCAA Division I athletes prefer positive and instructional behaviors more than non-responses or negative behaviors. A 2 (gender) x 3 (type of sport) MANOVA and follow-up discriminant function analysis indicated that coaching behavior preferences differed as a function of gender and type of sport played. Thus, NCAA Division I coaches should consider both individual and situational characteristics when working with their athletes to achieve the desired outcome.

This thesis is dealing with internal coaching programmes in organizations. It bases on the theory of coaching method, coaching models and its forms and it describes the process of coaching dialogues. It also confronts coaching with psychotherapy and talks about the role of a coach and requirements for his expertise in the methodology. The thesis is describing internal coaching programmes in general and include specific examples from practice. They talk about reasons and advantages of internal coaching compared to the external. A part of this is a model of internal coaching programme for the environment of a law firm. The model is showing the possible connection of internal coaching with the existing in-company processes and the concept of key competencies of an organization. The thesis is not only following the existing internal coaching models, it is also evaluating them and outlining possible potential of internal coaching programmes in companies.

För att möta kraven från en allt mer konkurrensutsatt och global marknad bedrivs någon form av förbättrings- eller förändringsarbete i dagens organisationer. En grundläggande förutsättning för att nå framgång i arbetet med verksamhetsutvecklingen är ett engagerat, synligt och tydligt ledarskap. Ledarens viktigaste roll i utvecklingsarbetet är att motivera, coacha och utveckla individer och team. Syftet med den här studien är att hjälpa till att skapa en större förståelse om hur coachning kan användas för verksamhetsutveckling. Detta genom att utföra en forskningsöversikt över olika coachningsmodeller och definiera vad en coachningsmodell är samt analysera hur de kan användas i arbetet med verksamhetsutveckling. Resultatet av studien visade att en coachningsmodell är vanligtvis fasindelad. Det handlar om en förtroendebaserad lärprocess som sker mellan coach och mottagaren av coachningen. En coachningsmodell bygger på en utveckling av människan och/eller processen. Detta sker via öppna, relevanta frågeställningar som ska vara baserade på situation och målsättning. Studien visar att det finns olika användningsområden för coachningsmodellerna. De kan hjälpa till att utveckla ett beteende, utveckla individen, processen eller hela systemet. Det finns även starka kopplingar mellan de studerade coachningsmodellerna och hur verksamhetsutveckling kan bedrivas. Exempelvis tas vikten av samspel mellan coach, ledare, medarbetare och kund upp. Att coacha varandra genom hela kedjan leder till processutveckling som i sin tur gynnar kunden. Anpassa frågorna i coachningssamtalet mot verksamhetens mål och använd coachningen för att arbeta med ständiga förbättringar i små steg, tänk i banor som PDSA-hjulet. / To meet the demands of an increasingly competitive and global market, today’s organizations operates some form of improvement or change management. A basic prerequisite for success in the work with business development is a committed, visible and clear leadership. The leader's most important role in the development process is to motivate, coach and develop individuals and teams.The purpose of this study is to help create a greater understanding of how coaching can be used for business development. This by performing a research on different coaching models and define what a coaching model is and analyze how it can be used in the process of business development. The results of the study showed that a coaching model is usually phased. It is about a trust-based learning process that takes place between the coach and the recipient of coaching. A coaching model is based on the development of the human and/or the process. This is done through open, relevant framing of questions which should be based on the situation and the objectives. The study shows that there are different uses for coaching models. They can help develop a behavior, developing the individual, the process or the entire system. There are also strong links between the studied coaching models and how organizational development may be pursued. For example, the importance of interaction between the coach, leader, employee and customer is mentioned. To coach one another through the whole chain, is leading to process development which in turn benefits the customer. Customizing the questions in the coaching conversation toward the organization’s goals and use coaching to work with continuous improvements in small steps, like PDSA cycles.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (Business and Executive Coaching) April, 2017 / Professional Service Firms (PSFs) contribute significantly to employment and professional development in South Africa and to global economics. People are a PSF’s greatest asset; however, there is little empirical evidence on the implementation of a Leader-as-Coach (L-A-C) approach in PSFs in South Africa. The research aims to establish a framework for the implementation of an L-A-C approach in PSFs in South Africa. Using a qualitative multiple-case study method, the research examines the benefits of implementing an L-A-C approach within a PSF, determines the organisational factors affecting the implementation of an LA- C approach in a PSF and clarifies the individual factors affecting the implementation of an L-A-C approach in a PSF. There are clear reasons for implementing an L-A-C approach within PSFs and benefits range from ensuring a leadership pipeline for organisations, improving client and employee retention, and enhancing the firm’s success due to increased productivity. These benefits, in turn, foster positive benefits for the L-A-Cs (the managers who are coaches) and the employees (the coachees who receive coaching from their managers). Organisational factors include a culture of people-centricity which clearly enables an L-A-C approach, whilst a matrix structure which commonly exists within PSFs is an inhibitor of an L-A-C approach, with mitigating processes recommended for addressing this. The key processes which enable an L-A-C approach are the firm’s approach to: learning and development of L-A-C skills, ensuring tools and support are in place for the L-ACs, and linking coaching to the human resources (HR) performance management and enabling technology. A final key process is recognising effective coaching behaviours through monetary and non-monetary rewards. In addition, the individual skills and attitudes of the L-A-Cs, the attitudes of the coachees, and importantly, the relationship between the L-A-C and the coachee, all influence the L-A-C approach. An integrated and holistic framework is proposed for PSFs wishing to implement an L-A-C approach. This framework suggests that a firm should begin with the organisational strategic drivers, and the clear reasons for implementation of an L-A-C approach, followed by an enabling structure and processes, including the development of individual skills. However, overarching these organisational factors, is the necessity of having an organisational culture of learning and development. / MT2017

The effective practise of managers as coaches can have a positive impact on the performance and development of employees, and provide an organisation with a significant competitive edge. The implementation of manager-coaches in South African organisations is slowly gaining traction, and this study examines this approach in a large financial institution. The primary objective of this research was to identify the roles and skills needed by line managers to become successful performance coaches, as well as the key benefits to the organisation as a whole. Descriptive, qualitative methodology was selected to conduct this study. The population sample was drawn from a large financial services organisation, with approximately 45 000 employees across Africa. The research participants are all line managers working in different business areas, with varying years of experience. A research questionnaire was used to conduct face-to-face, semi structured interviews with respondents. Data collected was then transcribed and analysed by means of content and thematic analysis. The interviews confirmed that the line managers understood performance coaching as a process to address and close the performance gaps of their employees. Some managers equated performance coaching to performance management or mentoring. The manager-coaches identified their primary roles as: to enable performance, motivate and inspire, and provide support. The key skills required were highlighted as communication; listening; interpersonal skills; emotional intelligence; empathy; questioning skills, and goal setting. It emerged that good performers are coached less frequently than poor performers. Some managers have a set frequency such as monthly or weekly, whilst others use it as required, in line with their normal leadership style. This finding is considered to be very important to answer the research question: if managers were conducting performance coaching informally and in an ad hoc fashion, did they believe in the benefits and did they see this as a priority in developing their staff?

The focus of the study is based on sports leadership and ice-hockey coaching. The purpose of the study was to find out from male ice-hockey players view what characteristics are, according to them, characteristics of a successful ice-hockey coach. To create an understanding of how the players themselves look at how a coach should act for them to perform their utmost. In the study, seven ice-hockey players who have all played or plays on a high level have given their opinion on successful coaching in ice-hockey. They answer the purpose with three different theories in mind. These was related to leadership qualities, skills and style. Semi-structured interviews were used as a data collection method where four ice-hockey players answered the interview guide through individual interviews and three players through a focus group interview. The focus group also discussed interesting concepts and reflektions that were conducted during the indiviual interviews. The result shows that the players experience of a successful ice-hockey coach being meticulous and reliable, technically and conceptually proficient where respect and trust are important conceps. An ice-hockey coach does not have to be particularly friendly, but the focus is to create good relations with the players. The players mean that an ice-hockey coach should keep a certain distance because results have a big significance while there is space and patience for development work. In the conclusion, the result showed how an ice-hockey coach should act as a professional coach and how they shuld not act in order to be regarded as successful in the eyes of the players.

Apresenta um estudo inicial sobre a possibilidade de aproximar de forma integrada, a abordagem do coaching no contexto da atuação do Profissional da Informação em Serviços de Informação, como um método eficaz de planejamento e aperfeiçoamento pessoal e profissional que este pode trilhar em suas práticas de trabalho. Dessa maneira, na Sociedade da Informação e do Conhecimento e no agora emergente e mutável ambiente de informação, figura-se a aquisição de um \'novo olhar\' por parte desse profissional, no que se refere às novas formas de atuação, de novos saberes, bem como de aprendizagem vitalícia. Para tanto, buscou-se refletir sobre a aproximação do coaching à prática do Profissional da Informação em três grandes áreas: na reflexão e no planejamento de sua carreira profissional; na gestão e liderança de equipes de trabalho e na atuação em serviços de referência e informação, uma vez que a capacidade de planejar, tratar, organizar e gerir com eficiência esses ambientes surge quando este profissional adquire consciência e empoderamento de conhecimentos e habilidades necessários ao direcionamento, planejamento, funcionamento e avaliação relacionados ao seu campo de atuação. A pesquisa também pretende inserir uma nova compreensão social e humana a esse profissional em sua atividade de trabalho, seja na promoção ou na ressignificação do potencial humano individual e coletivo de seus colaboradores, bem como de si mesmo, através da adoção do coaching ou apenas objetivando suscitar discussões sobre este tema para a ampliação e necessidade de outras pesquisas nas áreas de Biblioteconomia e Ciência da Informação. / It presents an initial study on the possibility of introducing and relating in an integrative way the coaching approach to the Information Professional\'s performance context in Information Services as an effective method of personal and professional planning and improvement for their work practices.Thus, it is necessary that such professionals gain a \"new perspective\" on new ways of performing, acquiring some recent knowledge, as well as continuous learning, in the current emerging and changing information environment of the information and knowledge society. Therefore, it was sought to reflect upon the relation between coaching and the information professional practice in three major areas: pondering about and planning their professional career; management and leadership of work teams and performance of reference and information services, since the capabilities of planning, dealing with, organizing and managing in an effective way arise when such professional becomes aware and acquires necessary knowledge and abilities concerning to the performance area. This research also intends to introduce a new social and human understanding to such professionals in relation to their working activities, whether promoting or conferring a new meaning to individual and collective human potential of their employees, as well as themselves, by means of adopting coaching or only aiming at giving rise to discussions on that theme in order to expand the scope and stimulate new researches in Librarianship and Information Sciences areas.

Made available in DSpace on 2016-04-25T16:44:37Z (GMT). No. of bitstreams: 1 Rodrigo Gurian Bortoloto.pdf: 2077999 bytes, checksum: cfd58a95d89b10413f711b6c0270916c (MD5) Previous issue date: 2013-10-30 / The evaluation of the results from leadership development programs from the academic perspective is very rarely performed and when performed, normally, it has focus in the financial results. This dissertation raises the opportunity to enlighten the relation between this kind of development program and the individual personal and professional development. This dissertation aims to evaluate the results of a leadership development. The central question for the research is: What is the effect of leadership development programs in the performance of manager who attend them? For that it has performed analysis of the individual evaluation that took place before and after the program Líder do Amanhã (the name was changed to guarantee information confidentiality), from 358 managers that attended the program in the years of 2011 and 2012. These results were obtained from a secondary source and they are classified in the dimensions Coaching, Strategy, Credibility and Commitment together with its forming competencies. The following statistic procedures were used in this dissertation: Exploratory Analysis, Sum of Difference, Situation Analysis, Discriminant Analysis, Logistic Regression, Correlation and Cluster Analysis. Beyond the comparison among the dimensions that identified the ones with the best results, there was an evaluation of the correlation among them in regards of its relative behavior. Additionally, it was undertaken the acknowledgement of the statistic validity of using only the dimensions to perform the analysis, without considering its forming competencies. The dimensions Coaching and Strategy presented the best results, reaching more than 56% of better evaluation after the program. Such results can be related to the emphasis given to these dimensions during the program and to the importance of them in the organizational context mentioning that the Coaching dimension focuses in team and new leaders development and the Strategy dimension focuses in vision development and strategy disseminations through the company. Considering the leaders as the effective responsible for human resources management in the companies, the results presented above allow the creation of awareness strength towards the development of the competencies of these leaders themselves and their teams / A avaliação de resultados de programas de desenvolvimento de liderança do ponto de vista acadêmico é realizada com pouca frequência e quando é realizada normalmente tem foco em resultados financeiros. Apresenta-se nesta dissertação a oportunidade de se esclarecer a relação entre este tipo de programa de desenvolvimento e o desenvolvimento pessoal e profissional dos indivíduos. Esta dissertação tem por objetivo principal avaliar os resultados de um programa de desenvolvimento de liderança. A questão central de pesquisa que se coloca é: Qual o efeito de programas de desenvolvimento de liderança no desempenho de gestores que participam destes programas? Para tanto foram analisados os resultados das avaliações individuais de 358 gerentes antes e depois da participação dos mesmos, no programa Líder do Amanhã (foi utilizado nome fictício para garantir a confidencialidade das informações), nos anos de 2011 e 2012. Estes resultados foram obtidos a partir de fontes secundárias de dados e estão classificados nas dimensões Coaching, Estratégia, Credibilidade e Comprometimento e suas competências formadoras. Os seguintes procedimentos estatísticos foram utilizados nesta dissertação: Análise Exploratória, Somatória das Diferenças, Avaliação da Situação, Análise Discriminante, Regressão Logística, Análise de Correlação e de Cluster. Além da comparação entre as dimensões para se encontrar aquelas que apresentaram melhores resultados, foi feita uma avaliação da correlação entre elas no que diz respeito ao seu comportamento relativo. Adicionalmente foi realizada a confirmação da validade estatística de se utilizar apenas as dimensões como forma de avaliação, sem considerar as suas competências formadoras. As dimensões Coaching e Estratégia que apresentaram os melhores resultados, mais de 56% dos participantes com melhor avaliação após a participação no programa. Tais resultados podem ser atribuídos à ênfase dada a estas dimensões no programa e pela importância delas no contexto organizacional visto que a dimensão Coaching se concentra no desenvolvimento de equipe e de novos líderes e a dimensão Estratégia, no desenvolvimento da visão e disseminação da estratégia da empresa. Considerando os líderes como efetivos responsáveis pela gestão dos recursos humanos das empresas, os resultados apresentados acima permitem a criação de uma força de sensibilização no sentido do desenvolvimento das competências destes próprios líderes, bem como de suas equipes

Os hospitais passaram a exigir cada vez mais o perfil de um enfermeiro líder, sendo, portanto, importante o estudo da liderança, entendida e praticada na perspectiva da flexibilidade e participação, uma vez que os profissionais se deparam cada vez mais com mudanças frequentes, turbulentas e caóticas no ambiente de trabalho em saúde. O enfermeiro precisa ter o conhecimento e a habilidade para adotar estilos/teorias mais inovadoras e contemporâneas que possam motivar a equipe para a execução de um trabalho mais qualificado. O estudo objetivou analisar a liderança, bem como a utilização das dimensões do processo coaching na visão da equipe de enfermagem no contexto hospitalar. Trata-se de uma pesquisa descritiva, transversal de abordagem quantitativa. O estudo foi realizado em dois hospitais públicos do Estado de São Paulo; participaram 69 enfermeiros e 233 auxiliares e técnicos de enfermagem que atuavam em unidades de internação para adultos. Foi aplicado o QUAPEEL - Questionário de Autopercepção do Enfermeiro no Exercício da Liderança, e QUEPTAEEL - Questionário de Percepção do Técnico e Auxiliar de Enfermagem no Exercício da Liderança. Os resultados apontaram que a liderança foi compreendida por mais da metade da equipe de enfermagem como o processo de exercer influência sobre o comportamento das pessoas para alcançar objetivos em determinadas situações. Já 33,3% dos enfermeiros e 21,9% dos auxiliares e técnicos de enfermagem conceituaram liderança como processo de se transformar o comportamento de um indivíduo ou de uma organização. Houve convergência do conceito de liderança entre líder e liderado, bem como com o referencial teórico de Liderança Situacional. Observou-se que 92,8% dos enfermeiros responderam serem líderes, e aqueles que justificaram, referiram ter conhecimentos, habilidades e atitudes para exercer a liderança, assim como consideraram inerente ao papel profissional. Da mesma maneira, 84,5% dos auxiliares e técnicos de enfermagem perceberam o enfermeiro como líder. Os 15,5% dos auxiliares e técnicos de enfermagem que não consideraram o enfermeiro a quem se reportam líder, justificaram a postura autoritária, falta de conhecimento sobre as necessidades da unidade e equipe, bem como a comunicação ineficaz. O estilo de liderança do enfermeiro era orientado para as pessoas e as tarefas, dependendo da situação, sendo indicado por 84,4% dos enfermeiros e 90,4% dos auxiliares e técnicos de enfermagem. Quanto às habilidades necessárias ao líder, a maioria da equipe de enfermagem indicou a comunicação e dar e receber feedback. O estudo demonstrou que os enfermeiros perceberam a prática das dimensões do processo coaching ao obter pontuação total média 86,23, bem como os auxiliares e técnicos de enfermagem com pontuação total média 76,05. A dimensão \"comunicação\" foi a mais reconhecida pela equipe de enfermagem entre as quatro dimensões do processo coaching. No Hospital A constatou-se que a prática de liderança no processo coaching foi vista de forma congruente, em contrapartida, no Hospital B os enfermeiros indicaram exercer as habilidades e atitudes do processo coaching com maior frequência do que os auxiliares e técnicos de enfermagem, exceto para a dimensão \"comunicação\" que não apresentou diferença estatisticamente significante / Hospitals have been increasingly requiring the profile of a nurse leader, and it is therefore important to study about leadership, which is understood and practiced from the perspective of flexibility and participation, since professionals are faced with ever more frequent, turbulent and chaotic changes in the environment of health work. The nursing professional needs to have the knowledge and ability to adopt more innovative and contemporary styles/theories that may motivate the team to perform a more skilled work. This study was intended to analyze the leadership, as well as the use of the dimensions of the coaching process, from the view of the nursing team in the hospital context. This is a descriptive and cross-sectional research with a quantitative approach. The study was performed in two public hospitals in the State of São Paulo; it was attended by 69 nurses and 233 nursing technicians and assistants who worked in the units for admitting adult patients. We applied the QUAPEEL - Questionnaire on Self-Perception of the Nurse in the Exercise of Leadership and the QUEPTAEEL - Questionnaire on Perception of the Nursing Technician and Assistant in the Exercise of Leadership. The results highlighted that leadership was understood by more than half of the nursing team as the process of exerting influence on people\'s behavior to reach goals in certain situations. Furthermore, 33.3% of nurses and 21.9% of nursing technicians and assistants conceptualized leadership as a process for transforming the behavior of an individual or an organization. There was convergence of the concept of leadership between leader and led, as well as with the theoretical benchmark of Situational Leadership. We noted that 92.8% of nurses claimed to be leaders, and those who justified said they had the knowledge, abilities and attitudes to exert leadership, as well as they considered it inherent in the professional role. Similarly, 84.5% of nursing technicians and assistants perceived the nurse as a leader. The 15.5% of nursing technicians and assistants who did not consider the nurse to whom they report as a leader justified their view by mentioning its authoritarian posture, lack of knowledge about the needs of the unit and team, as well as ineffective communication. The leadership style of the nurse was oriented towards people and tasks, depending on the situation, which was indicated by 84.4% of nurses and 90.4% of nursing technicians and assistants. Regarding the abilities needed for the leader, most members of the nursing team indicated the communication and the act of giving and receiving feedback. The study showed that nurses perceived the practice of the dimensions of the coaching process when obtaining an average total score of 86.23, as well as nursing technicians and assistants, with an average total score of 76.05. The \"communication\" dimension was the most recognized by the nursing team among the four dimensions of the coaching process. In Hospital A, we found that the practice of leadership in the coaching process was seen congruently; in contrast, in Hospital B, the nurses indicated that they exercised the abilities and attitudes of the coaching process more frequently than the nursing technicians and assistants, except for the \"communication\" dimension, which did not show a statistically significant difference

Apresenta um estudo inicial sobre a possibilidade de aproximar de forma integrada, a abordagem do coaching no contexto da atuação do Profissional da Informação em Serviços de Informação, como um método eficaz de planejamento e aperfeiçoamento pessoal e profissional que este pode trilhar em suas práticas de trabalho. Dessa maneira, na Sociedade da Informação e do Conhecimento e no agora emergente e mutável ambiente de informação, figura-se a aquisição de um \'novo olhar\' por parte desse profissional, no que se refere às novas formas de atuação, de novos saberes, bem como de aprendizagem vitalícia. Para tanto, buscou-se refletir sobre a aproximação do coaching à prática do Profissional da Informação em três grandes áreas: na reflexão e no planejamento de sua carreira profissional; na gestão e liderança de equipes de trabalho e na atuação em serviços de referência e informação, uma vez que a capacidade de planejar, tratar, organizar e gerir com eficiência esses ambientes surge quando este profissional adquire consciência e empoderamento de conhecimentos e habilidades necessários ao direcionamento, planejamento, funcionamento e avaliação relacionados ao seu campo de atuação. A pesquisa também pretende inserir uma nova compreensão social e humana a esse profissional em sua atividade de trabalho, seja na promoção ou na ressignificação do potencial humano individual e coletivo de seus colaboradores, bem como de si mesmo, através da adoção do coaching ou apenas objetivando suscitar discussões sobre este tema para a ampliação e necessidade de outras pesquisas nas áreas de Biblioteconomia e Ciência da Informação. / It presents an initial study on the possibility of introducing and relating in an integrative way the coaching approach to the Information Professional\'s performance context in Information Services as an effective method of personal and professional planning and improvement for their work practices.Thus, it is necessary that such professionals gain a \"new perspective\" on new ways of performing, acquiring some recent knowledge, as well as continuous learning, in the current emerging and changing information environment of the information and knowledge society. Therefore, it was sought to reflect upon the relation between coaching and the information professional practice in three major areas: pondering about and planning their professional career; management and leadership of work teams and performance of reference and information services, since the capabilities of planning, dealing with, organizing and managing in an effective way arise when such professional becomes aware and acquires necessary knowledge and abilities concerning to the performance area. This research also intends to introduce a new social and human understanding to such professionals in relation to their working activities, whether promoting or conferring a new meaning to individual and collective human potential of their employees, as well as themselves, by means of adopting coaching or only aiming at giving rise to discussions on that theme in order to expand the scope and stimulate new researches in Librarianship and Information Sciences areas.