The role of trusted leadership advisor (TLA) is defined as it was originally conceptualized. This role is filled by highly experienced executive-development professionals working in long-term engagements with senior business leaders who have come to value this resource and want to leverage it to ensure their ongoing leadership effectiveness. The titular distinction between executive coach and TLA is emphasized as a practice differentiator. Five factors are cited as distinguishing TLA work from short-term executive coaching; these factors are discussed and anchored in an expertise and insight-oriented practice model. The emergence of more TLAs is encouraged given the need this resource fills for senior executives grappling with the relentlessness of current business challenges and concomitant personal pressures.
{"title":"The Trusted Leadership Advisor: Defined, Unpacked, Encouraged","authors":"Karol M. Wasylyshyn","doi":"10.1037/cpb0000126","DOIUrl":"https://doi.org/10.1037/cpb0000126","url":null,"abstract":"The role of trusted leadership advisor (TLA) is defined as it was originally conceptualized. This role is filled by highly experienced executive-development professionals working in long-term engagements with senior business leaders who have come to value this resource and want to leverage it to ensure their ongoing leadership effectiveness. The titular distinction between executive coach and TLA is emphasized as a practice differentiator. Five factors are cited as distinguishing TLA work from short-term executive coaching; these factors are discussed and anchored in an expertise and insight-oriented practice model. The emergence of more TLAs is encouraged given the need this resource fills for senior executives grappling with the relentlessness of current business challenges and concomitant personal pressures.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2019-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74647703","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}
{"title":"Seven moral challenges of leadership.","authors":"N. Emler","doi":"10.1037/CPB0000136","DOIUrl":"https://doi.org/10.1037/CPB0000136","url":null,"abstract":"","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2019-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79006877","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}
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.
{"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":null,"pages":null},"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}
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.
{"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":null,"pages":null},"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}
People who move for work to and from different cultures for extended periods of time—for example, 2 to 6 years—are confronted by 4 specific challenges: (a) leaving their native cultures and entering their host cultures; (b) learning how to adapt and thrive in their host cultures; (c) leaving their host cultures and reentering their native cultures; and (d) learning how to reestablish themselves in their changed native cultures, after leaving positions with great autonomy, authority, and an affluent lifestyle. It is vital that coaches and consulting psychologists who counsel these people, whom I refer to as nomads, understand that decreases in their clients’ performance and confidence as well as increases in confusion, uncertainty, and stress are normal consequences of culture shock that they experience when traveling to host cultures and reentering their native cultures. Individual and team coaches, consulting psychologists, and trusted advisors can enhance the relevance and effectiveness of their services by helping their clients to recognize, cope with, and learn from these challenges.
{"title":"COACHING CORPORATE NOMADS: CROSS-CULTURAL RELOCATION AND REENTRY","authors":"A. Freedman","doi":"10.1037/cpb0000120","DOIUrl":"https://doi.org/10.1037/cpb0000120","url":null,"abstract":"People who move for work to and from different cultures for extended periods of time—for example, 2 to 6 years—are confronted by 4 specific challenges: (a) leaving their native cultures and entering their host cultures; (b) learning how to adapt and thrive in their host cultures; (c) leaving their host cultures and reentering their native cultures; and (d) learning how to reestablish themselves in their changed native cultures, after leaving positions with great autonomy, authority, and an affluent lifestyle. It is vital that coaches and consulting psychologists who counsel these people, whom I refer to as nomads, understand that decreases in their clients’ performance and confidence as well as increases in confusion, uncertainty, and stress are normal consequences of culture shock that they experience when traveling to host cultures and reentering their native cultures. Individual and team coaches, consulting psychologists, and trusted advisors can enhance the relevance and effectiveness of their services by helping their clients to recognize, cope with, and learn from these challenges.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2018-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90518025","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}
Gorkan Ahmetoglu, Reece Akhtar, Dimitrios Tsivrikos, T. Chamorro-Premuzic
As organizations face growing economic pressures, leaders need to create work environments that support and encourage entrepreneurial behavior in their workforce to drive organizational innovation and growth. In this vein, the current article examines the effect of an entrepreneurial culture on an employee’s innovation output and explores three mechanisms by which this may be achieved. In a sample of 438 working adults, the relationship between entrepreneurial culture and innovation output was fully mediated by work engagement. Furthermore, entrepreneurial culture positively moderated the relationship between an individual’s entrepreneurial personality and innovation output. These findings contribute new theoretical insights to the corporate entrepreneurship literature and have important practical implications for organizations aiming to become more entrepreneurial.
{"title":"THE ENTREPRENEURIAL ORGANIZATION: THE EFFECTS OF ORGANIZATIONAL CULTURE ON INNOVATION OUTPUT","authors":"Gorkan Ahmetoglu, Reece Akhtar, Dimitrios Tsivrikos, T. Chamorro-Premuzic","doi":"10.1037/cpb0000121","DOIUrl":"https://doi.org/10.1037/cpb0000121","url":null,"abstract":"As organizations face growing economic pressures, leaders need to create work environments that support and encourage entrepreneurial behavior in their workforce to drive organizational innovation and growth. In this vein, the current article examines the effect of an entrepreneurial culture on an employee’s innovation output and explores three mechanisms by which this may be achieved. In a sample of 438 working adults, the relationship between entrepreneurial culture and innovation output was fully mediated by work engagement. Furthermore, entrepreneurial culture positively moderated the relationship between an individual’s entrepreneurial personality and innovation output. These findings contribute new theoretical insights to the corporate entrepreneurship literature and have important practical implications for organizations aiming to become more entrepreneurial.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2018-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75975937","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}
Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching by a client before all coaching sessions and goals are reached. This conceptualization has enabled the author to systematically explore this new construct in two consecutive studies. These studies focused on the prevalence and causes of client dropouts from the perspective of the coaches. Both studies showed that coaches are regularly confronted with dropouts in business coaching. Four variables seem to be especially important for client dropout: change motivation of the clients, relationship quality between coaches and clients, neuroticism of the clients, and unwanted side effects of coaching for clients that occur during the coaching process. According to the results of the studies, dropouts should receive more attention when the efficacy of coaching results are measured and communicated.
{"title":"Client Dropout From Business Coaching","authors":"C. Schermuly","doi":"10.1037/cpb0000112","DOIUrl":"https://doi.org/10.1037/cpb0000112","url":null,"abstract":"Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching by a client before all coaching sessions and goals are reached. This conceptualization has enabled the author to systematically explore this new construct in two consecutive studies. These studies focused on the prevalence and causes of client dropouts from the perspective of the coaches. Both studies showed that coaches are regularly confronted with dropouts in business coaching. Four variables seem to be especially important for client dropout: change motivation of the clients, relationship quality between coaches and clients, neuroticism of the clients, and unwanted side effects of coaching for clients that occur during the coaching process. According to the results of the studies, dropouts should receive more attention when the efficacy of coaching results are measured and communicated.","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2018-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79025568","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}
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.
{"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":null,"pages":null},"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}
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.
{"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":null,"pages":null},"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}
{"title":"The rise and fall of the growth of organization development: What now?","authors":"W. Warner Burke","doi":"10.1037/CPB0000116","DOIUrl":"https://doi.org/10.1037/CPB0000116","url":null,"abstract":"","PeriodicalId":53219,"journal":{"name":"Consulting Psychology Journal-Practice and Research","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2018-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75812432","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：