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Journal articles on the topic 'Coaching in organization'
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1
Kibe, James Kahugu, and Stephen Muathe. "Executive Coaching and Organisational Performance." International Journal for Innovation Education and Research 6, no. 1 (2018): 11–26. http://dx.doi.org/10.31686/ijier.vol6.iss1.890.
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Executive coaching is now becoming paramount in any organization that values performance. However, there is scanty research on the relationship between executive coaching and organizational performance. The purpose of this study is to identify the contextual, theoretical, conceptual and methodological gaps that exist between executive coaching and organizational performance. The study has found out that relatively few theories link the two major variables in the study. Experiential leaning theory talks about learning experiences and outcomes of executives but fails to give a clear link of how the various outcomes lead to organizational performance. More so, cognitive behavior theory is more inclined to behavioral changes and self-driven scrutiny on finding fault in oneself with aid of Socratic questioning, but does not clearly explain how the changes lead to organizational performance. The systems approach sheds light on how the various systems in the organization can be amalgamated to give an effective leader but fails to indicate how effective leadership translates to organizational performance. The goal theory on the other hand explains how the various environment and personal aspects lead to goal attainment in the organization. However, learning and behavior change have not been used categorically to explain the goal attainment process. The empirical studies conducted tend to relate executive coaching to other variables such as job satisfaction, individual commitment, self-efficacy and self awareness in the western context but fails to associate the coaching exercise to organizational performance. Finally, few studies have employed inferential statistics to show the association between executive coaching and organizational performance. The fundamental conclusion therefore, is that the gaps mentioned and explained in this study need to be addressed in order to show if indeed there is any association. The study would help organizations in realizing that, the association between executive coaching and organizational performance has an impact in the firm.
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Khalid, Nadeem, and Dewan Md Zahurul Islam. "Coaching to Tackle COVID-19 Crisis: A Critical Review for Management Practitioners." Annals of Contemporary Developments in Management & HR 2, no. 4 (2020): 33–40. http://dx.doi.org/10.33166/acdmhr.2020.04.005.
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The current paper is an attempt to refresh the concept of coaching in the minds of scholars to help them address major issues affecting performance, psychological well-being, and behaviors of employees due to the COVID-19 Pandemic. The paper serves as an effort to help organizational researchers recall the concept of coaching and its benefits for people and their organizations during the current times. The work also aspires to encourage researchers to consider investigating coaching to provide objective results for policy and implications. The article provides information on the idea of coaching and the various explanations given by management and organizational practitioners. The paper also provides information on the purpose of coaching and why organizations need to understand the concept of coaching and the different types that are available both within and outside of the organizations. Important to state that the paper also discusses the benefits of coaching, which spotlights the need for coaching to be utilized by organizations. Lastly, the paper discusses how coaching can be particularly important in crises like COVID-19 Pandemic followed to guide and recommend organizations to make the use of it to overcome employee, organization, and performance-related issues.
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Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (2018): 63–68. http://dx.doi.org/10.35120/kij280163n.
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In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.
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Mihiotis, Athanassios, and Niki Argirou. "Coaching: from challenge to opportunity." Journal of Management Development 35, no. 4 (2016): 448–63. http://dx.doi.org/10.1108/jmd-10-2014-0139.
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Purpose – The purpose of this paper is to present coaching opportunities and applications in the workplace as well as to point out that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. A further purpose of this paper is to gain some insight regarding several critical success factors are not well understood by organizations and to identify possible areas for improvement for them. Design/methodology/approach – The authors first presents the environment in which coaching was developed, from which disciplines was it affected, and how it was shaped into its current form. Then the authors focus on coaching used as a business development tool and critical factors that play an important role in the effectiveness of coaching from the organizations’ side are presented. The paper ends with some qualitative conclusions. Findings – The value that organizations realize form coaching is proportional to the quality of coaching delivered. Organizations that invest in quality coaches, have, themselves, a clear understanding of what coaching really is and actively support coaching initiatives at every aspect of coaching’s procedure, can reap the greatest benefits from it. Originality/value – Several studies have been conducted to determine the organization-dependent factors that affect coaching and the quality of the result. However, do date it has not been highlighted that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. Furthermore, possible areas for improvement for companies are identified regarding several critical success factors that are not well understood by them.
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Chan, Juni, and John Burgess. "Coaching the coaches." Human Resource Management International Digest 23, no. 6 (2015): 30–33. http://dx.doi.org/10.1108/hrmid-06-2015-0098.
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Purpose – Reports on a case study of a 15-month coaching-development program in a Hong Kong-based organization. This paper outlines the purpose, processes and outcomes of the program. Design/methodology/approach – Draws on the material obtained from internal coaches through structured interviews and focus groups that were held throughout the program. Findings – Reveals that the internal coaches reported that the coaching program improved their skills and enhanced their capacity to help others and develop managerial talent in the organization. Practical implications – Advances the view that a well-designed, long-term and continuously monitored coaching program using an external moderator/facilitating coach can develop professional managerial and leadership skills and support talent management. Originality/value – Describes a coaching-development program that has the potential to be applied in organizations that face talent-management and recruitment problems.
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Milner, Julia, Trenton Milner, and Grace McCarthy. "A Coaching Culture Definition: An Industry-Based Perspective From Managers as Coaches." Journal of Applied Behavioral Science 56, no. 2 (2020): 237–54. http://dx.doi.org/10.1177/0021886320905126.
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Despite increasingly common references to “coaching cultures,” little empirical research has been conducted to understand the nature of coaching cultures. Our study aims to address this gap with a study of Australian managers. In their responses to open-ended questions, managers gave us insight into their experiences of coaching cultures. The elements needed to create a coaching culture are consistent use of different types of coaching across the organization, a formalized process, provision of appropriate training and resources, the involvement of top management, transparency of benefits, and the alignment with organizational values such as ownership, empowerment, collaboration, and respect. Managers should take a proactive role in the creation of coaching cultures within their organizations, including acting as coaching role models, actively engaging in training themselves, and promoting the benefits of such a culture.
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Bass, Jordan R., Mark Vermillion, and Paul Putz. "“Going Viral”: The Impact of Forced Crowdsourcing on Coaching Evaluation Procedures." International Sport Coaching Journal 1, no. 2 (2014): 103–8. http://dx.doi.org/10.1123/iscj.2014-0058.
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In this paper, we examine the role of forced crowdsourcing in coaching evaluation and assessment systems. In previous conceptualizations, crowdsourcing (Howe, 2006) is an organization-controlled process where the opinion of the general public is used for organizational good. However, in sport, and particularly coaching, this is not always the case. Further, we detail the role of viral content in increasing public pressure during the monitoring, enforcing, and ultimately changing of organizational actions. Examples of American coaching scandals in sport were used to illustrate these concepts. From Woody Hayes to Bob Knight to Mike Rice, coaching scandals have captivated the public at large and forced administrators to weigh the public opinion against their own organizational morals and best practices. Finally, we argue organizations are often driven to act due to forced crowdsourced opinions. In all, increased forced crowdsourcing has fundamentally changed the previous insular dynamics of sporting organizations through increased awareness of coaching practices and the promotion of accountability among administrators for the actions of the coaches in their program.
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Ben-Hador, Batia. "Coaching executives as tacit performance evaluation: a multiple case study." Journal of Management Development 35, no. 1 (2016): 75–88. http://dx.doi.org/10.1108/jmd-08-2014-0091.
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Purpose – The purpose of this paper is to examine organizational perceptions regarding the coaching process as an evaluation tool. Methodology – The research method used is a multiple case study based on the author’s work with coached executives in eight organizations in Israel. Texts of 79 coaching encounters with executives, their directors and human resource personnel, were analyzed. Text analysis was performed through a qualitative method. Findings – The research findings provide evidence of the intensity of the coaching practice as a tacit evaluating tool for organizational functioning, in relation to five focusses: the selection of executives for the coaching meetings, the participants’ perception of their participation in the coaching process, the organizational control wishes, how participants deal with organizational supervision and confidentiality. Research limitation – Research findings are discussed from a perspective of power relations in the organization, and their significance is presented. Practical implication – The usage of the coaching tool, not only for its original purpose, but also for evaluating and controlling executives tacitly, can hurt the coaching process, and its authenticity. Originality value – The concept of “tacit evaluation” was developed for this research, and the concept of the coaching process as a tacit tool of control and supervision can help us to better understand the coaching process, and its covert and overt components.
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Aydin, Erhan, and Alparslan Sahin Gormus. "Does organizational forgetting matter? Organizational survival for life coaching companies." Learning Organization 22, no. 3 (2015): 150–62. http://dx.doi.org/10.1108/tlo-12-2014-0068.
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Purpose – The purposes of this paper are to determine the role of organizational forgetting in different type of coaching companies and to determine organizational survival based on both knowledge structure of coaching companies and organizational forgetting with core features of organizations. Design/methodology/approach – Within the context of this research, two worldwide and well-known coaching companies were examined as case study, and analyses of case studies which included company background and testimonial analysis was used as inputs for the semi-structured interviews of 12 PhD students in the UK who took seminars and training from the coaching companies. Based on the interviews, the authors concluded the research as describing knowledge structure, core features and organizational forgetting type. Thus, organizational survival based on organizational forgetting could be interpreted. Findings – Based on the case studies and interview results, there were two findings. First, it was indicated that the type of organization (knowledge structure) had a different type of organizational forgetting. Second, core features of organizations based on the interviews and types of organizational forgetting were linked to each other. According to these results, organizational survival for coaching companies was discussed. Research limitations/implications – This study also has some limitations. First, this paper just focuses on coaching organizations to find new perspective for the organizational forgetting literature. Second, because of the scope of this research, interviewees are limited to individuals who have knowledge or take any seminars related to field of coaching. Other sectors also must be considered to attain detailed knowledge related to organizational forgetting because case-specific studies will bring new dimensions to the literature of organizational forgetting. Originality/value – First, this study makes a research contribution to the field of organizational forgetting because studies related to organizational forgetting mostly consist of conceptual papers, and, second, we have introduced two new perspective to the concept of organizational forgetting through this research paper.
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Bagshaw, Michael. "Coaching, mentoring and the sibling organization." Industrial and Commercial Training 30, no. 3 (1998): 87–89. http://dx.doi.org/10.1108/00197859810211224.
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Hedrick, Jason, and Greg Homan. ""Coaching the Camp Coach: Leadership Development for Small Organizations" Resource Review." Journal of Youth Development 4, no. 3 (2009): 124–26. http://dx.doi.org/10.5195/jyd.2009.258.
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Coaching is an important component of successful professional growth for leaders within any organization. However, organizations with limited resources may have challenges providing such coaching opportunities. This can be especially true for small business, non profit organizations and summer camps. “Coaching the Camp Coach; Leadership Development for Small Organizations” by Shelton, M. (2003) provides a framework, both in theory and practice, for camp leaders to improve interpersonal and intrapersonal skills through self evaluation. Accompanying the book is a CD-ROM that has multiple worksheets to be used in conjunction with the text.
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Bozer, Gil, James C. Sarros, and Joseph C. Santora. "Executive coaching: Guidelines that work." Development and Learning in Organizations: An International Journal 28, no. 4 (2014): 9–14. http://dx.doi.org/10.1108/dlo-05-2013-0020.
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Purpose – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. Design/methodology/approach – This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching. Findings – Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization. Originality/value – The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.
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Machmudan. "Coaching Dalam Agenda Habituasi Ditinjau Dari Model GROW." Cendekia Niaga 4, no. 1 (2020): 23–29. http://dx.doi.org/10.52391/jcn.v4i1.475.
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Training supported by coaching was convinced as effective method to increase personell or organization performance. Pre service training for civil servant candidate also using coaching as method in habituation agenda, but is not use specific coaching model, coaching is not effective yet to increase civil servant candidate performance in habituation agenda. This study aims to describe coaching in habituation agenda in pre service training related goal, reality, option, and will. This study is literature study research by qualitative approach, using GROW coaching model formulating by Sir John Whitmore. The data were collected using literature study and document. Result of the study found that: coaching in habituation agenda related by goal including understanding goal, setting goal, and result in habituation agenda; reality including define organization issue, setting creative problem solving, deciding solution in actualization plan; option including set activities and step of activities, output, analyzing relations between activities with civil servant basic value, analyzing relations between activities with vision and mission of organization, analyzing relations between activities with strengthening organization value and actualization plan seminar presentation; and will including implementing of actualization, reporting, and actualization seminar presentation. It is neccesarry to coach in habituation agenda for coach and coachee related by goal, reality, option, and will in appropriate quality and skillful coaching.
 
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Skorobahatska, Oksana. "COACHING TECHNOLOGY AS A METHOD OF OPTIMIZING SOCIO-ECONOMIC EFFICIENCY OF THE PERSONNEL IN ORGANIZATION." Педагогічні науки: теорія, історія, інноваційні технології, no. 10(104) (December 28, 2020): 400–412. http://dx.doi.org/10.24139/2312-5993/2020.10/400-412.
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The article discusses the theoretical provisions of coaching technology as a method of optimizing the socio-economic efficiency of the personnel in organization. The types of coaching, principles, and procedures of coaching are analyzed. The main philosophical and psychological postulates of coaching and its main directions are considered. The modern classification of coaching, the conditions for the effectiveness of coach management, the main aspects of process management in the context of coaching technology have been studied. The general provisions for setting goals in coaching are studied. The system of questions “GROW” developed by J. Whitmore and E. Parslow is analyzed. The instrumental foundations of coaching have been studied. The article considers the approach of R. Dilts to determine the peculiarities of the system of values and beliefs of a person, as well as the model of “spiral dynamics”, built on the original ideas of Dr. K. Graves.
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Cox, Elaine, Tatiana Bachkirova, and David Clutterbuck. "Theoretical Traditions and Coaching Genres." Advances in Developing Human Resources 16, no. 2 (2014): 139–60. http://dx.doi.org/10.1177/1523422313520194.
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The Problem The interdisciplinary nature of the theoretical base of coaching creates practical approaches that are strongly influenced by organization-friendly theories, and fields such as counseling, psychotherapy, and philosophy. This eclectic use of theory creates uncertainty and sometimes leads to criticisms of coaching as being atheoretical and underdeveloped empirically. So, it is a difficult task for human resource development (HRD) professionals and particularly buyers of coaching to judge the relevance of numerous traditions of coaching and evaluate them for their HRD agenda. The Solution We highlight the theoretical foundations of coaching and develop a structural analysis of coaching engagement to indicate the potential interplay between organizational and individual agendas and to help HRD professionals become better informed about the value of coaching in the context of wider HRD paradigms. The Stakeholders HRD professionals, external coaches, internal coaches, and line managers who use a coaching approach, peer coaches, and leaders will benefit from the content of this article.
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Bhatnagar, Vikas Rai. "Systemic coaching for higher effectiveness." Industrial and Commercial Training 53, no. 1 (2020): 1–14. http://dx.doi.org/10.1108/ict-07-2019-0072.
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Purpose Practitioners’ literature on coaching has swelled as compared to the theoretical grounding and academic research on coaching, thereby questioning if coaching is a profession. Furthermore, the increasing investments in coaching seek a higher return on investments. These trends call for a deeper theoretical grounding of coaching and evolving innovative approaches that increase the effectiveness of coaching. Against this backdrop, this study aims to describe a process a coach can adopt for objectively and systemically understanding the context of the coachee at multiple levels (organizational, teams/dyadic and intrapersonal) to develop and execute an effective coaching intervention. Design/methodology/approach This study uses a radical humanistic paradigm, deploys ecosystems theory, develops a conceptual model and uses it for action researching in an Indian manufacturing organization. This study uses a non-experimental purposive sampling and makes use of a cross-sectional survey method for gathering data by using validated instruments. Guided by the ecosystems theory, data is gathered at three levels of nested systems – the microsystem (intrapersonal and direct reports of coachee), mesosystem (peers and manager of coachee) and the macrosystem (cultural) levels. Analysis of data helps the coach to design and execute an effective coaching intervention at multiple levels – intrapersonal, dyadic and organizational. Findings This study provides an alternative approach to systemically diagnose at three levels of the environment (microsystem, mesosystem and macrosystem) and uses validated instruments for assessing the areas of opportunity and concerns for carrying effective coaching. The use of employee strengths that conceives strengths as a dynamic interaction of personal attributes and contextual factors instead of the trait-based conceptualizations in extant literature leads to rich data for designing effective coaching interventions. Using the ecosystems theory for carrying out systemic coaching is an effective approach for professionalizing coaching and increasing the effectiveness of coaching. Originality/value The originality of this study lies in using the ecosystems theory for guiding the research, developing the conceptual model, collecting data by using validated instruments and in making use of data across multiple levels of systems (micro, meso and macro) for carrying out systemic coaching. The use of a new higher-order construct of employee strengths at work that conceives strengths as a dynamic interaction of personal traits and contextual factors is yet another originality of the research. Finally, this study identifies key systems variables and provides a proof of concept by executing a generalizable systemic coaching process in an organization.
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Offstein, Evan H., Ronald L. Dufresne, and John S. Childers Jr. "Executive coaching explained: the beginnings of a contingency approach." Journal of Management Development 39, no. 9/10 (2020): 1041–56. http://dx.doi.org/10.1108/jmd-01-2020-0023.
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PurposeIn this paper, we problematize the prevailing assumptions in the executive coaching literature that effective coaching is deliberative, trust-based and relational in nature, thereby requiring significant time investment before the focal leader might realize enacted benefits from the coaching. Contrary to these prevailing assumptions, we propose five contingencies wherein a more direct, performance-first approach to coaching may be more effective.Design/methodology/approachThis conceptual paper reviews relevant literature to develop testable propositions regarding directive coaching contingencies.FindingsWe develop propositions that argue executive coaches will need to employ a more directive, urgent and accountable coaching relationship when the executive's career is in jeopardy, the organization is in distress, if the leader needs to signal legitimacy, if the coaching occurs within the boundaries of a high reliability organization or if the coach is working with an executive who has interim status.Originality/valueThis paper intends to advance the theory and practice of executive coaching by challenging executive coaching orthodoxy regarding the need for a deliberative, relational approach to coaching. Future research should broaden this theorizing and empirically test our propositions.
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Hart, Wayne. "Getting culture: Imbuing your organization with coaching behavior." Leadership in Action 25, no. 4 (2006): 7–10. http://dx.doi.org/10.1002/lia.1124.
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Reyes Liske, Jessica M., and Courtney L. Holladay. "Evaluating coaching’s effect: competencies, career mobility and retention." Leadership & Organization Development Journal 37, no. 7 (2016): 936–48. http://dx.doi.org/10.1108/lodj-12-2014-0244.
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Purpose Leadership coaching has become an increasingly common method to maximize competency development and behaviors for organizational leaders as well as to improve retention and career mobility. Few empirical studies have tested its capacity to generate such outcomes. The purpose of this paper is to evaluate the effectiveness of a coaching program within a healthcare organization, showing significant impact to the leaders’ behaviors and retention, measured through non-self-report data. Design/methodology/approach In the present study, the behaviors associated with leadership competencies were evaluated using a quasi-experimental design to determine if significant gains have been achieved following a coaching intervention when compared to prior competency ratings. Retention and career movement of participating leaders were tracked to compare rates against a control group. Findings In the present study, leadership coaching was evaluated. Results indicate that individuals who participated in the program, in comparison with those that did not, showed significantly improved leadership competencies and significantly higher retention rates one year post-program. Implications for leadership development programs are discussed. Research limitations/implications One possible limitation of this study is the program structure in the experimental condition received both individual and group coaching so the competency improvement cannot be parsed out to one type of coaching vs another. The authors suggest that this limitation is an opportunity for future research to explore differing effects by coaching type. Originality/value This study provides the healthcare organization with unique quantitative data regarding the positive implications of a leadership program that has not been reported previously. The findings will provide further justification to support leadership coaching programs.
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Dieffenbach, Kristen D., Larry Lauer, and Dennis A. Johnson. "One Step at a Time: Building Coach Ethics from the Ground Up." Journal of Coaching Education 3, no. 2 (2010): 84–95. http://dx.doi.org/10.1123/jce.3.2.84.
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Ethical concerns regarding fair play, coach athlete relationships, use of ergogenic aids, and the power dynamic inherent in coaching have been raised by those inside and outside the profession. Standards of coaching behavior and written coaching ethics are a part of most youth through elite level sport organizations. For example, the ethics code of the National Federation of High Schools and the U.S. Olympic Code of Ethics for Coaches are posted on the organization websites. Unfortunately, the “sticky” or gray situations that occur in real life often are not clearly covered in coaching ethical codes. The pressure to make decisions for reasons other than “right thing to do” is immense. These situations often do not have a straightforward answer, and the skills necessary to navigate the gray areas are often underdeveloped. This presentation discusses three approaches to teaching and reinforcing ethical thinking and problem-solving skills within different coaching education models. Best practices for teaching ethical guidelines both in and out of the coaching education classroom are discussed, and an emphasis is placed on the role of coaching education in teaching the skills critical for positive coach behavior.
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Siswoyo, Joan, Ardian Cahyadi, and Lungit Wicaksono. "Manajemen Persatuan Bola Basket Seluruh Indonesia (PERBASI) Kabupaten Tanggamus." Journal Sport Area 5, no. 2 (2020): 215–25. http://dx.doi.org/10.25299/sportarea.2020.vol5(2).5219.
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This study aims to produce: (1) Model of management program implementation in PERBASI (Indonesian Basketball Association) Tanggamus Regency, (2) Model of management system and basketball coaching in PERBASI Tanggamus Regency. This is a qualitative research study looking at different aspects of sport organization in this region. The research subjects are: (1) Branch manager of PERBASI Tanggamus (2) Manager of PERBASI Tanggamus (3) Sports agencies in the Tanggamus Regency, (4) athletes, coaches, communities. Data collection was performed by using observation, interviews and documentation. The data analysis technique used was triangulation. The results showed that: (1) Branch manager of PERBASI in carrying out organizational management does not have a system of implementing the program, (2) The basketball coaching system at Tanggamus has not been designed to be sustainable, (3) The sports coaching system at Tanggamus is not running optimally. The management system of the organization, basketball and sports in Tanggamus Regency is not yet running well. Based on the results, it proposes an ideal model of sports management (1) the ideal model of basketball management in PERBASI Tanggamus, (2) the ideal model of a management system. The conclusion of the research states that the implementation of basketball management and coaching in Tanggamus Regency has not been programmed efficiently. Results of this research suggest that all parties involved in a basketball sports coaching system in Tanggamus Regency should cooperate in implementing management programs.
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Chulanova, O. L. "Coaching and Facilitation as Tools to Increase Group Effectiveness in Managing Project Teams." Vestnik NSUEM, no. 4 (December 29, 2019): 184–96. http://dx.doi.org/10.34020/2073-6495-2019-4-184-196.
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The article considers coaching and facilitation as tools for improvement of the group effectiveness in project team management. Content analysis of the «coaching» and «facilitation» definitions was presented. The aim of the study is revelation of the effectiveness of coaching in cooperation coordination and project team management. For that reason the author considers coaching as an effective tool for organization of team cooperation, making it possible to reveal and implement the potential of each member of the project and achieve synergetic effect for attaining objectives of the project. The article presents types of coaching, as well as advantages and disadvantages of coaching. Agile coaching was considered as the most effective tool for organization of team cooperation and project team management in implementing project activities on the basis of the flexible project management methodology. The article considers facilitation as the technology which improves team effectiveness, involvement and interest of the participants, as well as it unlocks their potential. Stages and methods of facilitation were presented. Advantages and disadvantages of facilitation were considered.
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Graham, Jeffrey A., Marlene A. Dixon, and Nancy Hazen-Swann. "Coaching Dads: Understanding Managerial Implications of Fathering Through Sport." Journal of Sport Management 30, no. 1 (2016): 40–51. http://dx.doi.org/10.1123/jsm.2014-0223.
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Youth sport organizations traditionally have focused their concern on training parents in sport and coaching skills, but have largely ignored their parent role. However, an increasing body of work exploring the phenomenon of fathering through sport has highlighted the need for youth sport organizations to become aware of and understand the dual roles of father and coach/volunteer and the potential impact on the participant and the sport organization of using sport as a site and mechanism for fathering (Kay, 2009; Messner, 2009). The purpose of this article is to examine recent literature about the ways—both positive and negative—that fathers use sport as a way to fulfill fatherhood responsibilities and the implications for sport management scholars and practitioners, particularly in voluntary youth sport organizations.
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Ismatova, Makhzuna Shavkatovna. "DEVELOPMENT OF COACHING TECHNOLOGIES IN THE EDUCATIONAL SPACE OF THE UNIVERSITY." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 02, no. 05 (2021): 134–41. http://dx.doi.org/10.37547/pedagogics-crjp-02-05-25.
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This paper highlights modern innovative approaches to the organization of the educational process in higher educational institutions based on coaching technologies. The specificity of the integration of coaching technologies in the educational process of higher education is stated. The essence and features of coaching and related concepts of training, consulting and mentoring are considered.
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Louis, Dima, and Pauline Fatien Diochon. "The coaching space: A production of power relationships in organizational settings." Organization 25, no. 6 (2018): 710–31. http://dx.doi.org/10.1177/1350508418779653.
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Given the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–organization triad: independent, mediated, and parallel. Accordingly, the coaching space appears to be either a generator, supporter, or analyzer of power. Overall, by approaching coaching as a political space, we call for increased awareness of the conditions that facilitate the experience of the coaching space as empowering rather than limiting and controlling.
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Kamunya, Magdalene, and Dr Joyce Nzulwa. "Influence of Coaching on Employee Retention in Commercial Banks in Kenya." Human Resource and Leadership Journal 5, no. 1 (2020): 29. http://dx.doi.org/10.47941/hrlj.455.
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Purpose: The main objective of the study was to determine the influence of employee coaching on employee retention in commercial banks. The study specifically aimed to determine the influence of performance coaching, career coaching, life skills coaching and executive coaching on employee retention in commercial banks.Methodology: The study adopted a descriptive research design and the target population comprised of a total of 306 staff working in the six selected Commercial Banks in Kenya. The selected commercial banks included; Cooperative bank of Kenya Ltd; Kenya Commercial Bank Ltd; Consolidated bank of Kenya Ltd; Standard Chartered bank Kenya Ltd and CFC Stanbic Bank Ltd and NIC bank. The study adopted a probability sampling design by using a stratified random sampling technique to select the sample size of 136 respondents. Questionnaires were used as the main data collection instruments and pretested for validity and reliability using a pilot study. Data gathered was analyzed using both descriptive and inferential statistics and presented using tables and charts.Findings: The study findings indicated that performance coaching factors notably, goal setting, feedback, personal development and goals achievement influences employee’s retention in commercial. The study also noted that career coaching ensured that employee personal interests are considered, employee career expectations are met there is achievement of employee personal goals and employees are able to effectively plan their careers. The study concluded that performance coaching is the major coaching method that influences most employee retention in commercial banks, followed by career coaching, then executive coaching and lastly life skills coaching.Unique contribution to theory, practice and policy: The study recommends that to improve on performance coaching, the bank management should offer performance coaching programmes which equips employees with skills to enable employees to understand organization goals and set their goals and work towards achievement of the goals. The bank management should adopt effective career coaching programmes which motivate employees to stay working in the organization in order to advance their careers. The bank management should provide coaching programmes which ensures that employee personal interests are considered, employee career expectations are met and there is achievement of employee personal goals and employees are able to effectively plan their careers. This will contribute towards employee career development and growth which influences most employees to remain working in organization and hence leading to increased rate of retention
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de Guerre, Donald. "Sustainable Learning Organization Development: Participative Design and Executive Coaching." International Journal of Knowledge, Culture, and Change Management: Annual Review 4, no. 1 (2005): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v04/59228.
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Tingle, Jacob K. "An Exploration of Organizational Trust in Intercollegiate Athletic Departments." Journal of Higher Education Athletics & Innovation, no. 1 (December 13, 2016): 18–37. http://dx.doi.org/10.15763/issn.2376-5267.2016.1.1.18-37.
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Scholars in in educational leadership, business management, and organizational psychology have thoroughly explored the construct of organizational trust. While trust has attracted some attention from sport management scholars, the research has primarily focused on the individual, rather than organization. This manuscript provides an overview of the organizational trust literature with specific application to the area of intercollegiate athletic departments. Additionally, the Athletic Department Trust Scale (ADTS) is introduced as an instrument to measure organizational trust in the setting. The procedures taken to refine and test the instrument are summarized. Results revealed the ADTS as psychometrically sound. The instrument was used to explore three research questions related to coaching tenure and status. Analysis of Variance (ANOVA) revealed significant differences between coaching tenure and organizational trust. Practical and research implications are also presented.
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Puspa, Lyra, Nurhadi Ibrahim, and Paul T. Brown. "‘Wanting’ and ‘Liking’ Brain Mechanisms in Coaching: A qEEG Study using the CARE Coaching Model." Biomolecular and Health Science Journal 2, no. 2 (2019): 89. http://dx.doi.org/10.20473/bhsj.v2i2.14900.
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Introduction: Coaching has become increasingly popular for leadership development and behavioral change in organizations. Recent studies suggest that motivation is essential in enhancing the effectiveness of workplace coaching. A number of studies revealed that delta and beta-gamma oscillations are associated with the human motivational process through ‘wanting’ and ‘liking’ mechanisms. However, the brain mechanisms of motivation in coaching have not been studied. This preliminary study is the first attempt to explore the ‘wanting’ and ‘liking’ mechanism of coaching, by investigating the activity of the delta and beta oscillations during a face-to-face coaching session through quantitative electroencephalogram (qEEG).Methods: Six male, right-handed, middle managers of an organization (mean age = 31.6) were recruited voluntarily as participants. A multichannel EEG (19 electrodes, 10/20 System) was used to record brain activity in both the resting state and the continuous 45-minute coaching session whilst using the CARE Model. The artifact-free EEG data were then quantified using wavelet analysis to obtain induced band power. Results: Significant increase was shown in delta and beta-gamma activities throughout the coaching session. Increased delta absolute power was found in the frontal, parietal, and occipital regions, whilst increased beta-gamma activity was significantly detected in the frontal, posterior temporal, and occipital regions. Conclusion: This preliminary result suggests that coaching, with regard to the CARE Model, induces both ‘wanting’ and ‘liking’ mechanisms simultaneously. Thus, the present findings provide the first preliminary neuroscientific underpinnings of the role of motivation in enhancing the effectiveness of workplace coaching through induced ‘wanting’ and ‘liking’ mental processes.
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Zinovyeva, E. A., O. N. Mischailova, and E. N. Fedina. "Coaching as the system method of management of organizational behaviour in the modern organization." KAZAN SOCIIALLY-HUMANITARIAN BULLETIN 7, no. 1 (2016): 12–16. http://dx.doi.org/10.24153/2079-5912-2016-7-1-12-16.
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Larson, Daniel J., and Joel Maxcy. "The Industrial Organization of Sport Coaches: Road Cycling as a Distinguished Case." Journal of Sport Management 27, no. 5 (2013): 363–78. http://dx.doi.org/10.1123/jsm.27.5.363.
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The structural components of sports competitions and the characteristics of sport practices vary significantly. These differences may translate into different optimal employment arrangements for the professional coaches (those who prepare teams and athletes for competitions). While there has been academic inquiry into the practice of sport coaching, there has been little apparent research into the industrial organization of sport coaches. This paper presents a formal model of the coaching practice. The coaching roles as strategists and trainers are distinguished, variation in the significance of the connections in the nexus of team to individual relations is identified, and the various methods of sport preparation are classified. Predictions of the employment arrangements based on model parameters are made and related to some established stylized facts and survey results from both cycling training coaches and athletes. The model and data corroborate that cycling coaches be hired by the individual athletes not their cycling teams. JEL classifications: J22, J24, L23, L83
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De Villiers, Rouxelle. "Optimizing corporate control through executive development: The role of coaching." Corporate Ownership and Control 10, no. 1 (2012): 559–72. http://dx.doi.org/10.22495/cocv10i1c6art1.
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Executive skills can be enhanced through coaching, thereby optimizing corporate outcomes. This paper reviews academic work in order to develop an integrative framework for understanding executive development through coaching – with specific reference to information and knowledge flow, control and strategy development. Thus, the paper should advance future research in executive coaching by (i) providing a theoretical framework to scaffold scholarly studies; (ii) expanding the conceptual boundaries of executive coaching; and (iii) offering some suggestions for empirical research studies. To guide future research the framework highlights several selected challenges in global executive development. A discussion of possible criteria of executive coaching effectiveness completes the framework. Practicing executives, practitioner coaches and strategists would benefit from the engagement with key issues with regard to executive coaching within the organization.
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Junggren, Stephan E., Lars Elbæk, and Natalia B. Stambulova. "Examining coaching practices and philosophy through the lens of organizational culture in a Danish high-performance swimming environment." International Journal of Sports Science & Coaching 13, no. 6 (2018): 1108–19. http://dx.doi.org/10.1177/1747954118796914.
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Interest in coaching and coaches, as well as coach–athlete relationships, has for a long time been a traditional and solid part of talent development literature. In recent times, talent development research has employed a holistic ecological approach and emphasized the important role of a broader athletic environment in athletes’ development and a constitutive role of organizational culture in the success of such an environment. This case study uses the holistic ecological perspective to examine coaching practices and philosophy through the lens of organizational culture in a Danish high-performance swimming environment. The environment was selected based on its performance success but also because of its nontraditional organization compared to typical Danish swimming clubs. Data were generated from in-depth interviews with six coaches, 30 h of participant observation of training and meetings, and analysis of related documents. Thematic data analysis was guided by Schein’s model of organizational culture. The findings revealed the organizational culture that incorporates specific features of coaching practices and philosophy through cultural artifacts, espoused values, and basic assumptions. In the artifacts, coaching practices were explicit (e.g. flexible training groups and schedules) and philosophy implicit (e.g. ongoing flow of feedback), while in the espoused values, coaching philosophy was explicit (e.g. swimmers as whole persons, long-term development focus) and consistent with basic cultural assumptions (e.g. swimmers’ autonomy as a basis for progress). The study revealed that the cultural lens was helpful in exploring consistency between what coaches communicate about what they do (and how and why they do it) and what they actually did (and how they did it).
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Abdillah, Muhammad Nur, Eva Kusumahati, and Anas Bunyamin. "Pengembangan Organisasi Pemuda dan Olahraga cabang Wushu unit Jatinangor menjadi Organisasi Berprestasi yang Berwawasan Kesehatan dan Kewirausahaan." Jurnal Pengabdian Pada Masyarakat 5, no. 1 (2020): 83–90. http://dx.doi.org/10.30653/002.202051.245.
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DEVELOPMENT OF YOUTH AND SPORTS ORGANIZATIONS OF JATINANGOR’S WUSHU BRANCH INTO ACHIEVEMENT ORGANIZATIONS WITH HEALTH AND ENTREPRENEURSHIP INSIGHT. Youth organization (Karang Taruna) located in Margamulya RT 02 RW 10 Jatinangor developed into a health-oriented youth organization in the field of sports, namely the Jatinangor Wushu Unit (Martial Arts Organization). Events and programs are carried out through sports & health as well as entrepreneurship approaches. A newly established organization with limited access to information and knowledge about the organization, health, and entrepreneurship to achieve outstanding organizations, assisted and facilitated by the STFB Community Service team in collaboration with Padjadjaran University to achieve access to information related to health such as understanding and knowledge about healthy lifestyle pattern, nutrition intake supporting optimal body performance, body anatomy, disease prevention, and others, to support sports achievements, as well as coaching, by providing workshops on health & sports, organizational management also provides assistance in activating the formation of business units by utilizing potential local resources through the design thinking approach. Facilitation activities carried out in 3 main programs: A. Health Improvement Program: 1) Improvement of health knowledge and fitness conditions by training health vital signs and counseling the proper drug’s consumption, accompanied by assessments and monitoring of fitness programs through; 2) Health and Fitness Test; 3) Individual Health Counseling; B. Improvement of Organizational Achievement for Wushu athletes cadre: 4) Counseling of Organization and Leadership; 5) Enhancement of Entrepreneurial Insights, by assisting the activation of business units/entrepreneurs with design thinking approaches: 6) Organizational Business Model Workshops. Based on health and fitness tests, the fitness parameters of prospective wushu athletes must always be measured and mixed in a fitness improvement program through individual health counseling.
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Myjak, Teresa. "Coaching as an interactive tool for supporting staff development in the enterprise." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 18, no. 3 (2017): 51–62. http://dx.doi.org/10.5604/01.3001.0010.6385.
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The aim of the study is to present coaching as an interactive tool to support the development of employees in the organization. This objective raises the need to: define the essence of coaching, identifying the benefits that the employee and company can achieve in the cooperation between the coach and the coachee (ward), and showing the effectiveness of this process. Complementing this theoretical considerations is presenting the coaching which has been implemented in the selected company.
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Badrinarayanan, Vishag, Andrea Dixon, Vicki L. West, and Gail M. Zank. "Professional sales coaching: an integrative review and research agenda." European Journal of Marketing 49, no. 7/8 (2015): 1087–113. http://dx.doi.org/10.1108/ejm-06-2014-0368.
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Purpose – The purpose of this paper is to provide an integrative review of coaching research from different contexts (e.g. athletics, executive coaching, project management and sales), delineate professional sales coaching from other developmental activities and develop a research agenda for stimulating research on professional sales coaching. Professional sales coaching is considered an important sales force developmental program by both sales practitioners and researchers. Yet, research on sales coaching remains fragmented in the extant literature. Design/methodology/approach – An extensive literature review of extant research and theoretical perspectives on coaching as well as insights gathered from exploratory, in-depth interviews of ten sales managers were used to develop the research agenda. Findings – The review and research agenda identify a number of sales coaching-related topics that warrant further research. Specifically, the research agenda addresses salesperson characteristics, sales manager and coach characteristics, selling organization characteristics, sales coaching approaches, nature and effectiveness of the sales coaching process and, finally, outcomes of sales coaching. For each topic, extant research, relevant insights from exploratory interviews and directions for future research are discussed. Originality/value – This paper is the first integrative review of coaching-related research in the sales literature. It offers an updated conceptualization of sales coaching and identifies opportunities for future research.
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Bonnet, Stéphane, Jean-Luc Voirin, Véronique Normand, and Daniel Exertier. "Implementing the MBSE Cultural Change: Organization, Coaching and Lessons Learned." INCOSE International Symposium 25, no. 1 (2015): 508–23. http://dx.doi.org/10.1002/j.2334-5837.2015.00078.x.
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Barden, Jeffrey Q., Dustin J. Bluhm, Terence R. Mitchell, and Thomas W. Lee. "Hometown Proximity, Coaching Change, and the Success of College Basketball Recruits." Journal of Sport Management 27, no. 3 (2013): 230–46. http://dx.doi.org/10.1123/jsm.27.3.230.
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In this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit’s local community to a recruiting organization can influence the recruit’s performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits’ social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit’s hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.
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Khandelwal Das, Komal, Ashwani Kumar Upadhyay, and Subrata Das. "Getting stellar sales performance: why sales managers’ mentoring, coaching and technology capabilities make the difference." Development and Learning in Organizations: An International Journal 28, no. 5 (2014): 13–16. http://dx.doi.org/10.1108/dlo-02-2014-0012.
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Purpose – The aim of this viewpoint is to distinguish the importance of sales managers’ attitude and role clarity in the context of mentoring, coaching and technology capabilities to achieve stellar sales force operations and performance. Design/methodology/approach – This report reviews the sales training literature to highlight how managerial interventions enhance competencies, behaviours and advanced level of selling orientation by mentoring and coaching construct. The concept of manager’s creativity and imagination is brought out to explain why it should be adapted and carried out in an era of vibrant and dynamic selling paradigm. Findings – Adapting and implementing the concept of mentoring and coaching in a personal or industrial selling context may provide sales organization and academicians a better reason of how leadership and personality traits of manager enhance learning transfer. Practical implications – Sales managers could develop appropriate new metrics based on market orientation for building strategic relationships, thereby eliminates ambiguity in sales-force function. Social implications – Increased sales result in sales force retention, organizational sustainability and economic growth. Originality/value – This paper introduces the concept of mentoring and coaching touch as improvement tactics to transform average salespeople into exceptional performers in contemporary selling to surpass productivity records.
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Parumasur, Sanjana Brijball. "Participative Management as a Critical Ingredient for TQM." Journal of Economics and Behavioral Studies 5, no. 11 (2013): 740–51. http://dx.doi.org/10.22610/jebs.v5i11.447.
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Increasing competition has necessitated the need for human capital to ensure continuous improvement in quality in order to secure customer satisfaction, loyalty and sustainable development. This study aims to assess managerial perceptions of the extent and nature of participative management (delegation, involvement/empowerment, coaching, supportive leadership style) that takes place in the organization in efforts to achieve total quality management. Biographical influences on these managerial perceptions are also assessed. A sample of 202 managers (middle, senior, top) was drawn using a stratified random sampling technique. Data was collected using a pre-coded, self-developed questionnaire and analyzed using descriptive and inferential statistics. The findings reflect managers believe that participative management takes place at a moderate pace in the organization with the greatest focus being on coaching, followed by supportive leadership style, delegation and lastly, involvement/empowerment. Based on the results, recommendations for bringing about effective delegation, enhancing involvement/empowerment, ensuring valuable coaching and nurturing a supportive leadership style in efforts to accomplish TQM are presented.
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Judge, Lawrence W., Kimberly J. Bodey, David Bellar, Christine Brooks, and Terry Crawford. "On the Right Track: Maximizing Educational Opportunities for Usatf Coaching Education." Journal of Coaching Education 5, no. 1 (2012): 41–63. http://dx.doi.org/10.1123/jce.5.1.41.
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In recent years, large scale sport organizations and national governing bodies have produced coaching education programs to prepare coaches to teach and mentor athletes. The purpose of this study was to examine: a) track & field coaches’ familiarity with the National Standards for Sport Coaches, b) the alignment of United States Track & Field (USATF) Developmental, Level I, and Level II coaching education programs with the National Standards for Sport Coaches, and c) the alignment of USATF Developmental, Level I, and Level II coaching education programs with coaches’ perceived needs for subject matter training. A 39-item survey was administered during a USATF certification course to measure coaches’ familiarity and perceptions. The results showed the vast majority of coaches (75.2%) were not familiar with the National Standards. At the time of assessment, the Developmental, Level I, and Level II courses were partially aligned with 25 of 40 standards at the Level 1, Level 3, or Level 5 accreditation levels. The courses were not aligned with 15 of 40 standards at any accreditation level. The majority of deficiencies existed in Domain 2: Safety and Injury Prevention, Domain 7: Organization and Administration, and Domain 8: Evaluation. While the USATF coaching education curriculum is partially aligned with many, but not all, of the national standards, the curriculum appears to contain subject matter training that coaches perceived as needed. Curricular revisions, including future directions of the USATF coaching education program, such as new courses and innovative use of technology, are presented.
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Turner, Brian A., and Packianathan Chelladurai. "Organizational and Occupational Commitment, Intention to Leave, and Perceived Performance of Intercollegiate Coaches." Journal of Sport Management 19, no. 2 (2005): 193–211. http://dx.doi.org/10.1123/jsm.19.2.193.
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Three hundred twenty-eight intercollegiate coaches (men = 240, women = 88; Division I = 156, Division III = 172) responded to a questionnaire measuring commitment to their university and coaching occupation, intention to leave the organization and occupation, their team standings, and perceptions of their performance. The variables of division, gender, and marital/lifestyle status affected neither organizational nor occupational commitments. Organizational commitments of affective, normative, continuance: high sacrifice, and continuance: low alternatives correlated significantly with intention to leave the organization and cumulatively explained 23.7% of the variance. Affective, normative, and continuance: low alternatives forms of commitment to occupation correlated significantly with intention to leave the occupation and cumulatively explained 23.1% of the variance. The bases of organizational commitment cumulatively explained 5.6% and 4.9% of the variance in subjective and objective performances, respectively. Results suggest that athletic departments should focus on enhancing their coaches’ commitment to the organization in order to retain them.
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T. Hubball, Harry, and Jorge Diaz-Cidoncha Garcia. "Research-informed and Evidence-based Quality Assurance and Enhancement in Amateur/Grassroots Football: Strategic Educational Inquiry for Coach Leaders/Administrators." Global Research in Higher Education 3, no. 4 (2020): p42. http://dx.doi.org/10.22158/grhe.v3n4p42.
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Coach leaders/administrators in diverse amateur and grassroots football contexts are increasingly accountable for sustaining strategic, state-of-the-art, evidence-based, effective, and efficient programs, initiatives, and services. However, coach leaders/administrators within these organizational settings face significant challenges (e.g., insufficient organizational support and research expertise) in enacting research-informed and evidence-based practices. Strategic Educational Inquiry (SEI) is a flexible and rigorous approach to practitioner research and is particularly useful for coach leaders/administrators to gather evidence for quality assurance and enhancement purposes. This paper critically examines whether and how SEI is applied in diverse amateur/grassroots football coaching contexts. Drawing on case study research using multiple case design, preliminary findings from this study indicate that SEI situates specific amateur/grassroots coaching programs and initiatives within the relevant research and professional literature; it focuses SEI on organization-specific priority research objectives, ethical inquiry, and appropriately aligned research methodology; and involves systematic data collection, data analysis, and dissemination of best practices. Critical organization-specific supports to facilitate implementation of SEI in diverse amateur/grassroots football contexts include: strategic coach education and skills training (e.g., access to state-of-the-art customized technology-enabled professional development experiences and expert mentoring support).
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Whitley, Meredith, Eric Bean, and Daniel Gould. "On the Fields of the Motor City: Underserved Athletes’ Perceptions of Their Coaches." Journal of Coaching Education 4, no. 3 (2011): 97–121. http://dx.doi.org/10.1123/jce.4.3.97.
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This study examines young athletes from an urban sport organization, looking at their overall perceptions of their coaches, perceptions of the best and worst coaching actions, behaviors, and attitudes, and how these varied between practice and game environments. Twenty-three athletes (10 males, 13 females) between the ages of 10 and 18 years participated in semi-structured, qualitative interviews. Content analysis of the interviews indicated that these young athletes preferred a positive coaching orientation with a mastery-oriented environment, while the coaches identified as the worst generally fostered an outcome-oriented environment with a negative coaching orientation. These findings suggest that coaching educators should feel confident about using the guidelines provided by Smith, Smoll, and colleagues (Smith, Smoll, & Curtis, 1979; Smith, Smoll, & Barnett, 1995; Smoll, Smith, Barnett, & Everett, 1993) when working in underserved settings with children and youth. The need for future research in this area is discussed, along with future research directions on the link between youth developmental outcomes, perceptions of coaching behaviors, and observed coaching behaviors.
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Resende, Rui, Pedro Sequeira, and Hugo Sarmento. "Coaching and Coach Education in Portugal." International Sport Coaching Journal 3, no. 2 (2016): 178–83. http://dx.doi.org/10.1123/iscj.2016-0038.
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The purpose of this paper is to provide an overview of coaching and coaching education in Portugal. In Portugal, sport coaching is traditionally considered a part-time vocation. There has been a growing concern of the Portuguese authorities to increase the standards of quality for sport coaching. Following the 1974 revolution there were profound alterations in how coaching and coach education are regulated. The legislative changes in coach education occurred mainly due to the harmonisation of the qualifications in the European Union. More recently, the responsibility for coach certification has moved from the different sports federations to a national sports organization that has created four grades of coach education. Coach education in all grades requires a general and a specific curricular component as well as an internship supervised by an accredited mentor. The academic formation is now well regulated. However, some sport federations are resistant to this academic certification process because they fear losing their exclusive control of their coach certification.
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Pakpahan, Faurna Lusiani, and Hady Efendy. "Leadership Style, Ethics, and Strategy in Indonesian Navy - Case Study: Leadership of Rear Admiral Agung Prasetiawan, M.AP, (2017-Present) Commander of Kolinlamil." International Journal of Human Resource Studies 7, no. 4 (2017): 121. http://dx.doi.org/10.5296/ijhrs.v7i4.11775.
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In an organization, leadership in an organization exists from a long time ago to the present, and leadership is a very important thing. A leader must use the right style to lead the organization he leads. The leader must also have good ethics in leading the organization and use appropriate strategies, so that organizational goals can be achieved. The purpose of this paper is to find out how much influence of leadership style, ethics and strategy what is used by an organization leader in a military institution that is Navy at Tanjung Priok Command Military Traffic (Kolinlamil) Jakarta, to be able to achieve organizational goals under leadership of Rear Admiral Agung Prasetiawan, M.AP. Kolinlamil is the main command in coaching and operations, which in the field of guidance of Kolinlamil is directly under the head a navy staff (Kasal), while the field of operations is directly under the Commander of the Indonesian Military (TNI). Kolinlamil is a military institution whose main task is to shift military or civilian forces from one area to another based on existing rules and orders.
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Kraft, Erin, Diane M. Culver, and Cari Din. "Exploring a Women-Only Training Program for Coach Developers." Women in Sport and Physical Activity Journal 28, no. 2 (2020): 173–79. http://dx.doi.org/10.1123/wspaj.2019-0047.
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The following practice paper introduces an innovative women-only training program for coach developers in a Canadian provincial sport organization. The dearth of women in coaching and sport leadership positions informs the program as a whole and the participant perspectives on what is working, in practice, for them specifically in a way that could support future sport leaders interested in increasing gender equity in their sport organizations and leadership skills in their female leaders. The aims of the coach developer program are two-fold: to promote women in leadership and to create a social learning space for women to connect and support each other in their leadership development. The purpose of this practice paper is to discuss the supports that have enabled the facilitation of this program and to explore the value of a women-only training program. Two women (out of a total of 10) participating in the program and two leads facilitating the program were interviewed for their perspectives. The lessons learned touch on the types of value that were created (immediate, potential, and applied) and the specific supports (micro, meso, and macro) that enabled the facilitation of the program. Finally, the authors discuss additional considerations (e.g., consistent buy-in from the organization is needed) with practical insights in the hopes of inspiring other sport organizations to implement similar initiatives for promoting women in leadership and coaching in sport.
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Чуланова, Оксана, Oksana Chulanova, А. Химяк, and A. Himyak. "Development of the Coaching Program of the Emotional Competence of the Leader as a Significant Soft Skills Component." Management of the Personnel and Intellectual Resources in Russia 7, no. 5 (2018): 36–44. http://dx.doi.org/10.12737/article_5bd1c8e716fb62.33698698.
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The article consistently presents the role and place of emotional competence in the structure of soft skills. Coaching is offered as a tool for developing emotional competence. The article presents the main types of coaching, the definition of this concept is given. Having studied the peculiarities of coaching and correlating them with the peculiarities of training and development of management personnel, the authors concluded that this personnel technology is fully suitable for developing the emotional competence of the manager. Coaching allows us to unlock the potential of a person, while using a flexible system of techniques and tools. With the effective interaction of the coach and the student, the level of development of the manager's emotional competence will increase, and, consequently, the staff turnover ratio will decrease and the profit of the organization will increase. Based on the data obtained, a program for coaching the manager's emotional competence was developed, based on the developed O.L. Chulanova's methodology for developing the emotional competence of the leader. The program has four stages with a minimum number of coaching sessions on each of them to achieve the result. The study also identifies the risks that can arise when implementing the coaching program, and suggests a tool for minimizing them. The program of coaching emotional managerial competence aimed at developing elements of emotional competence was realized in the process of individual coaching of the head at Almaz-Service LLC.
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Thipatdee, Goachagorn. "The Development of Coaching and Mentoring Skills Through the GROW Technique for Student Teachers." Journal of Education and Learning 8, no. 5 (2019): 168. http://dx.doi.org/10.5539/jel.v8n5p168.
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The purposes of this research were to develop coaching and mentoring skills through the GROW technique for the student teachers studying at the Faculty of Education, Ubon Ratchathani Rajabhat University, to study the students’ coaching and mentoring behaviors, to compare the students’ coaching and mentoring concepts before and after the study, and to compare the students’ learning achievement on the course of learning organization before and after the study. The sample consisted of 26 juniors studying in the first semester of academic year 2013, gained by cluster sampling. The instruments included a performance test, a behavior observation form of check-list type, a test of coaching and mentoring concepts, and an achievement test. The collected data were analyzed by using percentage, mean, standard deviation, and t-test. The findings revealed that the students’ coaching and mentoring skills were positive at the percentage of 65.00, the students’ coaching and mentoring behaviors were positive at the percentage of 53.00, the students’ coaching and mentoring concepts after the study were significantly higher than those before the study at the .01 level, and the students’ achievement after the study was significantly higher than that before the study at the .01 level.
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Ispriyarso, Budi. "Penyatuan Pembinaan Pengadilan Pajak." Administrative Law and Governance Journal 2, no. 4 (2019): 650–60. http://dx.doi.org/10.14710/alj.v2i4.650-660.
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AbstractTax Courts in Indonesia based on Law Number 14 of 2002 concerning Tax Courts. Tax Court contains many weaknesses. One of its weaknesses is the dualism of building the Tax Court, namely the Ministry of Finance and the Supreme Court. This dualism of formation must be eliminated. The problem is how to eliminate the dualism of coaching. The dualism of coaching the Tax Court can be removed by uniting the coaching of the Tax Court in both the technical coaching of the judiciary and the coaching of the organization, administration, and finance under the Supreme Court. The dualism provisions of coaching the tax court in the Tax Court Law must be immediately amended. Keywords: Coaching Dualism, Tax Court, Integration. AbstrakPengadilan Pajak di Indonesia berdasarkan Undang-undang Nomor 14 Tahun 2002 tentang Pengadilan Pajak. Pengadilan Pajak, banyak mengandung kelemahan. Salah satu kelemahannya adalah adanya dualisme pembinaan Pengadilan Pajak, yaitu oleh Kementerian Keuangan dan Mahkamah Agung. Dualisme pembinaan ini harus dihilangkan. Permasahannya adalah bagaimana cara menghilangkan dualisme pembinaan tersebut. Dualisme pembinaan Pengadilan Pajak, dapat dihilangkan dengan cara menyatukan pembinaan Pengadilan Pajak baik pembinaan teknis peradilan maupun pembinaan organisasi, administrasi dan keuangan di bawah Mahkamah Agung. Ketentuan dualisme pembinaan pengadilan pajak dalam UU Pengadilan Pajak harus segera diubah. Kata Kunci : Dualisme Pembinaan, Pengadilan Pajak, Penyatuan.