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Salve a tutti!!..:P..la mia tesi sarà sul coaching aziendale e vorrei sapere se c'è qualcuno di voi che ha trattato questo argomento o che sa consigliarmi qualche libro interessante.....o che magari vuole dare semplicemente dei consigli...sto cercando materiale anche sulla programmazione neuro liguistica..grazie ancora a tutti quelli che risponderanno....:corteo:
Ciao, non sono molto dentro questa tematica, comunque sulla rete si possono trovare molti stimoli interessanti; te ne propongo qualcuno:
http://www.wmrconsulting.it/coaching.ct-18.html
http://www.blessyouitalia.eu/articol...a_coaching.pdf
http://www.microsoft.com/italy/pmi/a...aziendale.mspx
http://www.sinapsy.it/advanced_searc...ords=coaching+
in bocca al lupo
grazie mille......ora guardo un pò....e crepi...il lupo dico...ihihihih
Ciao!
Lo scorso anno ho frequentato un master sul coaching..appena posso ti mando un pò di materiale. Intanto puoi consultare:
"Coaching e leadership" Deering,Dilts,Russell; Casa Ed.Nlp Italy.
"Il coach" Alessio Roberti e Claudio Belotti; Nlp Italy.
A presto!
Nancy
grazie mille nancy!!!!!!!!!
ciao!!
Della PNL non ne so moltissimo, però so che ci sono testi classici, tipo Watzlawick, R. Dilts.
ma cosa ti serve in particolare? ho fatto il tirocinio post lauream in un posto dove se ne respirava parecchia, anche se non mi ha convinto. :zott:
in particolare non mi serve nulla ma volevo qualche consiglio....volevo sapere anche..visto che hai respirato aria di coaching qualcosa sulla relazione particolare che si instaura tra coach e cliente,business coaching,coachin e motivazione....magari hai anche qualche test o qualcosa che sai che utilizzano spesso...grazie Silviamn!!!
Ciao,
stavo appena legendo il Coaching Strattegico di Roberta Milanese e PAolo Mordazzi, molto carino e con interessante bibliografia.
saluti
Chara
leggi Silvana Dini, Coaching alle nuove sfide .. molto interessante!!! e lei è una persona fantastica!
Citazione:
Originalmente inviato da jleniasassi
grazie mille:yahoo:..ora ho ancora tanti lbri da leggere ma penso che darò un'cchiata anche a questo visto che non fa mai male...grazie ancora:morning:
Per il coaching conosco questo libro che ho letto:
L. Borgogni - Lo sviluppo delle persone nelle organizzazioni -
C'è un pò di tutto: dalla valutazione delle prestazioni fino al coaching passando per il counselling...la parte sul coaching è sostanziosa.
Per la PNL hai l'imbarazzo della scelta:
se ti serve qualcosa di specifico ci sono i libri di Grinder, Bandler e Dilts:
"Programmazione Neuro-Linguistica";
"La struttura della magia"
Controindicazione....sono un pò complicati.
Burnout Among Elite Soccer Coaches. By: Hjälm, Sören; Kenttä, Göran; Hassménan, Peter; Gustafsson, Henrik. Journal of Sport Behavior, Dec2007, Vol. 30 Issue 4, p415-427, 13p Abstract: Burnout was investigated in a population of men coaching either men or women at the elite club level in Sweden. Out of 53 presently active top-level soccer coaches, 47 volunteered to participate. Results indicate that 71% of the coaches in the Premier league for women, compared to 23% of the coaches in the Premier league for men, experienced moderate to high levels of Emotional Exhaustion as measured by the Maslach Burnout Inventory. One possible explanation for this difference is that only 10% of the coaches responsible for teams in the Premier league for women had full time appointments, as compared to all coaches responsible for teams in the Premier league for men. The latter group also had more support staff, on average six people, whereas those coaching women only had four people available. In addition, leadership demands seem to vary between female and male teams, which together with less support and time-constraints place coaches in the Premier league for women at a relatively higher risk for burnout than coaches in the Premier league for men. [ABSTRACT FROM AUTHOR] (AN 27497705)
Coaching and consulting in multicultural contexts. Turner, Rebecca A.; Consulting Psychology Journal: Practice and Research, Vol 59(4), Dec 2007. Special issue: Coaching and Consulting in Multi-Cultural Contexts. pp. 241-243. [Journal Article] Abstract: This foreword describes the purpose of this special issue and its origin. There is an emerging literature in the field of consulting psychology that describes consultants' experiences in their practices and proposed models related to work in multicultural contexts. Multicultural dilemmas are found both within a country, such as the United States, as well as when consultants work abroad. The present group of authors offers a diverse interpretation of culture and illuminates psychologists' multifarious understandings of a highly visible topic. They focus on vastly different areas of psychological research and literature and describe approaches used in Africa, Asia, Europe, and North America. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
Culture wars in the workplace: Interpersonal subtlety, emotional expression, and the self-concept. Turner, Rebecca A.; Consulting Psychology Journal: Practice and Research, Vol 59(4), Dec 2007. Special issue: Coaching and Consulting in Multi-Cultural Contexts. pp. 244-253. [Journal Article] Abstract: Culture wars can occur when the beliefs and habits of one cultural group come to dominate the norms of the workplace, making it difficult for members of other groups to be included, understood, and to attain success. It is proposed that a role for psychology is to find applications for the knowledge and understanding the psychologists have gained from decades of research on interpersonal communication, emotional expression, and the self-concept, and how culture influences each of these. Consulting psychologists are increasingly being called upon to address the challenge of working effectively in global and diverse teams. To respond at a state-of-the-art level, the consultants need to provide research-based training materials and knowledge to managers and other leaders. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
Executive coaching in a cross-cultural context. Peterson, David B.; Consulting Psychology Journal: Practice and Research, Vol 59(4), Dec 2007. Special issue: Coaching and Consulting in Multi-Cultural Contexts. pp. 261-271. [Journal Article] Abstract: Many executive coaches today find themselves working with leaders from a variety of cultural backgrounds, as well as coaching leaders who work with culturally diverse teams. It is therefore increasingly important that coaches understand the role of culture in their work. This article begins with an overview of several ways that culture plays a role in coaching, including an exploration of how assumptions about culture can positively or negatively impact a coach's approach and their ultimate success with a given individual. A second section provides three general principles for coaching across cultures, emphasizing the importance of using cross-cultural knowledge as a way to customize coaching to each person. The third section focuses on five essential conditions for learning--insight, motivating, capabilities, real-world practice, and accountability--and how cultural differences can influence various steps in the coaching process. A variety of examples for each condition highlight specific tools and techniques that coaches can use. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
Coaching abroad: Insights about assets. Renner, John C.; Consulting Psychology Journal: Practice and Research, Vol 59(4), Dec 2007. Special issue: Coaching and Consulting in Multi-Cultural Contexts. pp. 272-285. [Journal Article] Abstract: Global corporations usually settle on a list of management competencies that they use to select, appraise, and coach managers in all of their locations around the world. When first-time coaching managers are outside of this corporate world, they can be surprised to learn that there are some very different views on the competencies needed to be an effective manager. The asset management model described in this article evolved over several years of experience in coaching managers in underdeveloped nations from Africa through Asia. These coaching cases included government managers who were controlling millions of dollars of foreign aid and essential public services; they also included managers of small businesses who were providing employment and growing the local economy. An asset management model offers a culturally appropriate framework that defines management competency in terms of three core concepts: ambition, asset leverage and innovation. The model has since proven useful as a framework for coaching inexperienced managers in small high-tech and biotech firms in the United States. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
Coaching and consulting in multicultural contexts: Integrating themes and issues. Lowman, Rodney L.; Consulting Psychology Journal: Practice and Research, Vol 59(4), Dec 2007. Special issue: Coaching and Consulting in Multi-Cultural Contexts. pp. 296-303. [Journal Article] Abstract: This article reviews a series of articles in a special section on "Coaching and Consulting in Multicultural Contexts." It identifies overlapping themes and issues (e.g., the role of perception, culture, pragmatic wisdom, and trust in coaching), as well as issues still to be addressed. It is argued that much work remains to be done to establish an empirical basis for hypotheses generated by the series. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
Business owners' action planning and its relationship to business success in three African countries. Frese, Michael; Krauss, Stefanie I.; Keith, Nina; Journal of Applied Psychology, Vol 92(6), Nov 2007. pp. 1481-1498. [Journal Article] Abstract: A model of business success was developed with motivational resources (locus of control, self-efficacy, achievement motivation, and self-reported personal initiative) and cognitive resources (cognitive ability and human capital) as independent variables, business owners' elaborate and proactive planning as a mediator, and business size and growth as dependent variables. Three studies with a total of 408 African micro and small-scale business owners were conducted in South Africa, Zimbabwe, and Namibia. Structural equation analyses partially supported the hypotheses on the importance of psychological planning by the business owners. Elaborate and proactive planning was substantially related to business size and to an external evaluation of business success and was a (partial) mediator for the relationship between cognitive resources and business success. The model carries important implications for selection, training, and coaching of business owners. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
Add AddedUsing emotional intelligence to develop executive leadership and team and organizational development. Blattner, John; Bacigalupo, Arnold; Consulting Psychology Journal: Practice and Research, Vol 59(3), Sep 2007. pp. 209-219. [Journal Article] Abstract: This case study explores how emotional intelligence (EI) was used to facilitate team and organizational cohesiveness. An organizational development (OD) consultant and an executive coach, both senior consultants, facilitated this engagement. An EI assessment and a team-building retreat served as the foundation for the process. In addition, the relationship between the executive coach and the OD consultant is examined, and comments from the CEO in this engagement and consultants are included. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
Add AddedWhen frames of reference lag perception of reality: Managing senior careers in the first ten years of the 21st century. Stybel, Laurence J.; Peabody, Maryanne; Consulting Psychology Journal: Practice and Research, Vol 59(3), Sep 2007. pp. 220-225. [Journal Article] Abstract: This article summarizes a review of the careers of 50 executives who have been outstanding in traversing the careers of their professional lives. In a world of short job tenure-elongated middle age, most executives will have to simultaneously manage two separate careers. One career is called full-time assignment work and is the traditional "job." The other career is called project assignment work, also known as interim or consulting work. Many think these two careers will occur sequentially. This typical framework sets leaders up for perceived failure because this sequential model is no longer realistic. Leaders will be traversing between full time and project based work through their professional lives. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
THE GOAL-FOCUSED COACHING SKILLS QUESTIONNAIRE: PRELIMINARY FINDINGS. By: Grant, Anthony M.; Cavanagh, Michael J.. Social Behavior & Personality: An International Journal, 2007, Vol. 35 Issue 6, p751-760, 10p, 2 charts Abstract: Goal-focused coaching is increasingly being used to help people set and reach personal and workplace goals. However, coaches' coaching skills are rarely measured. This exploratory study reports preliminary findings on the initial development and validation of a self-report measure, the Goal-focused Coaching Skills Questionnaire (GCSQ). Some participants also completed the Schutte Emotional Intelligence Scale (Schutte et al., 1998) and the Insight subscale of the Self-reflection and Insight Scale ([SRIS-IN], Grant, Franklin, & Langford, 2002). Convergent, face validity and test-retest reliability were found to be good, and scores on the GCSQ distinguished between professional and nonprofessional coaches. Scores on the GCSQ were also related to measures of emotional intelligence and personal insight. Behavioral observations following a coaching session indicated a significant correlation between coachees' ratings of the coaches' skills and the self-reported skill ratings of the coaches themselves. Limitations of the study are discussed and future research suggestions presented. [ABSTRACT FROM AUTHOR] (AN 26297848)
An Analysis of Saudi Arabian and U.S. Managerial Coaching Behaviors. By: Noer, David M.; Leupold, Christopher R.; Valle, Matthew. Journal of Managerial Issues, Summer2007, Vol. 19 Issue 2, p271-287, 17p Abstract: The purpose of this exploratory study was to compare coaching behaviors as they relate to the underlying cultural values of Saudi Arabian and U.S. managers. The Coaching Behaviors Inventory (Noer, 2005) was administered to 80 Saudi Arabian and 71 U.S. managers to measure the frequency with which they exhibited assessing, challenging and supporting coaching behaviors. Results indicated that, relative to their U.S. counterparts, the Saudi Arabian managers 1) demonstrated more overall homogeneity in their coaching behaviors and 2) scored significantly higher on the supporting and challenging dimensions. Implications for U.S. and Saudi coaching relationships as well as the use of effective coaching behaviors to facilitate deeper and more authentic cross-cultural communications are discussed. [ABSTRACT FROM AUTHOR] (AN 25623649)
Defining the term 'new' in new employee research. By: Rollag, Keith. Journal of Occupational & Organizational Psychology, Mar2007, Vol. 80 Issue 1, p63-75, 13p, 3 charts Abstract: Researchers and managers use the term 'new' to describe organizational members who have recently joined an organization, but how long are arriving recruits considered 'new employees', and what factors drive this new-to-old transition? In this paper I hypothesize that co-worker perceptions of an individual's 'newness' in the organization are a function of (1) the individual's relative position in the firm's tenure distribution and (2) the frequency of interaction between the rater and the individual. To evaluate these hypotheses I conducted a sociometric survey among four entrepreneurial organizations (N = 200), asking respondents to evaluate the newness of their co-workers. The results support both hypotheses, but suggest that relative tenure (defined as a member's percentile rank in the firm's tenure distribution) is the strongest predictor of organizational newness perceptions. More specifically, 'new employees' are the 30% of the organization with the lowest tenure. This means that organizational growth and turnover have a major effect on how long arriving recruits are considered new employees, which in turn has implications for new employee research in areas like socialization, mentoring, training and career development. [ABSTRACT FROM AUTHOR] (AN 24639098)
Add AddedAn Integrative Model for Executive Coaching. Passmore, Jonathan; Consulting Psychology Journal: Practice and Research, Vol 59(1), Mar 2007. pp. 68-78. [Journal Article] Abstract: Executive coaching has grown in popularity, but in spite of this growth, the use of sophisticated approaches appears limited. This article brings together a series of evidence-based approaches to build an integrated model for executive coaching, which can be described as integrative coaching. This model uses the concept of working at multiple levels with coaches; behavioral, cognitive, and unconscious. It combines these elements into "streams," which the coach works across seamlessly. The model recognizes the central importance of building a coaching partnership and the role of emotional intelligence in this process with a focus on improving performance at work. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
The Practice of Coaching: Exploring Alternatives to Therapy for Counseling-Resistant Men. McKelley, Ryan A.; Rochlen, Aaron B.; Psychology of Men & Masculinity, Vol 8(1), Jan 2007. pp. 53-65. [Journal Article] Abstract: The current article examines the practice of coaching as a possible alternative to conventional therapy for men. Although overviews of coaching have been outlined, none have specifically addressed how this particular helping modality might fit with the cultural demands of men resistant to conventional sources of professional help. This article provides suggestions for how coaching may address possible conflicts and paradoxes between men's gender role socialization and help-seeking attitudes and behaviors, as well as overviews some of the problems within the current practice of coaching. Suggestions for research with using coaching are also addressed. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
KEEN TO HELP? MANAGERS' IMPLICIT PERSON THEORIES AND THEIR SUBSEQUENT EMPLOYEE COACHING. By: Heslin, Peter A.; Vandewalle, Don; Latham, Gary P.. Personnel Psychology, Winter2006, Vol. 59 Issue 4, p871-902, 32p, 7 charts Abstract: Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an "entity theory" that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the "incremental theory" that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions. [ABSTRACT FROM AUTHOR] DOI: 10.1111/j.1744-6570.2006.00057.x (AN 23017822)
Coaching high achievers. Jones, Graham; Spooner, Kirsty; Consulting Psychology Journal: Practice and Research, Vol 58(1), Win 2006. pp. 40-50. [Journal Article] Abstract: This investigation used semistructured interviews with coaches (n = 7) and high achievers (n = 14) from business and sports to identify common characteristics of high achievers that are important to take into account when coaching them, coaching needs of high achievers, and key implications for the practice of coaching high achievers. Content analysis grouped the data into themes. Findings suggest that a "one-size-fits-all" approach to coaching may be inappropriate and a number of factors need to be taken into account when coaching high achievers. Of fundamental importance is the need to establish a coaching relationship built on trust and mutual respect. The impact of the coaching is determined by a number of factors, including the coach being challenging, flexible, and adding value quickly. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
Vedi se ti possono essere utili. Se pensi di sì, mandami un indirizzo mail valido e te li spedisco
Buona vita
Guglielmo
:bua::bua::bua::bua:...sono in inglese!!!!...non sono ferrata per le lingue...:bua:...uffa....vado solo ad intuito e mi è sembrato di leggere un pezzo che parlava delle differenze tra coaching e counseling..mi interessa molto perchè è un parte della mi tesi..:mattoni:..grazie mille lo stesso..:dunno:
grazie grazie...ma già letti e utilissimi soprattutto...:asd:Citazione:
Originalmente inviato da Stratowine