Das Instrument zur Kodierung von Diskussionen (IKD)

Schermuly, Carsten C.; Schröder, Tobias; Nachtwei, Jens; Schöll, Wolfgang

doi:10.1026/0932-4089/a000026

Cited by 26 publications

(15 citation statements)

References 53 publications

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“…While previous coaching research, including nonverbal behavior in dyads (Schermuly et al, 2010;Ianiro et al, 2013Ianiro et al, , 2015Ianiro and Kauffeld, 2014) showed that the working alliance depended on the degree of dominance and affiliation of coach-client interactions, our study focused on the moderating role of the working alliance in the association between nonverbal synchrony and self-regulation toward goal attainment. While these previous coaching studies acknowledge the aspect of reciprocity as a key element of interpersonal theory (Kiesler, 1996) and thus converge with the theoretical framework of interpersonal synchrony (Feldman, 2007(Feldman, , 2015, they differ in their focus on affiliation and dominance and how these interpersonal factors impact on the working alliance in coaching.…”

Section: The Temporal Nature Of Nonverbal Synchrony In Goal Attainmentmentioning

confidence: 95%

“…Our project extends previous coaching studies that have included the nonverbal channel by looking at the degree of dominance and affiliation in coach-client interactions (Schermuly et al, 2010;Ianiro et al, 2013Ianiro et al, , 2015Ianiro and Kauffeld, 2014). Specifically, we are interested in exploring the interplay between nonverbal synchrony, emotional as well as cognitive self-regulation, and their association with goal attainment in coaching.…”

Section: Introductionmentioning

confidence: 96%

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Change Process in Coaching: Interplay of Nonverbal Synchrony, Working Alliance, Self-Regulation, and Goal Attainment

Erdös

Ramseyer

2021

Front. Psychol.

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Background: Psychological literature emphasizes that self-regulation is important as goal intentions, goal setting, or implementation intention does not automatically result in effective results in coaching. The question which coaching strategies to apply to strengthening clients' self-regulatory capacities as prerequisites of effective change outcomes remains a black box in coaching.Method: This quantitative study explored clients' self-regulatory mechanisms by addressing how nonverbal synchrony influences clients' cognitive and emotional self-regulation across sessions. One hundred eighty-four coach–client pairs and their evolving change process were observed over 8 months. Video-recorded sessions were assessed with motion energy analysis to automatically capture coach and client nonverbal behavior and quantify nonverbal synchrony at the level of the dyad.Results: Synchrony was differentially associated with clients' post-session questionnaires on result-oriented problem-reflection and self-reflection, affect balance, and working alliance. Network analyses suggested that the association between synchrony and other process variables did not correspond to the previously found positive association between synchrony and positive aspects of alliance or outcome. Instead, this association depended on the level of perceived outcome.Discussion: Coaching success may be predicted by process variables assessed after each session: goal reflection, alliance, and mood all predict successful coaching. The assessment of nonverbal synchrony suggests a state-dependent effect of embodied processes on a coaching outcome that warrants further inspection.

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Section: The Temporal Nature Of Nonverbal Synchrony In Goal Attainmentmentioning

confidence: 95%

Section: Introductionmentioning

confidence: 96%

Change Process in Coaching: Interplay of Nonverbal Synchrony, Working Alliance, Self-Regulation, and Goal Attainment

Erdös

Ramseyer

2021

Front. Psychol.

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“…The number of questions that the leader asked during the discussion was coded with the Discussion Coding System (DCS, Schermuly & Scholl, 2012;Schermuly, Schröder, Nachtwei, & Scholl, 2010). See Appendix for a more detailed description of the coding procedure.…”

Section: Question Asking By the Leadermentioning

confidence: 99%

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision quality

Meyer

Burtscher

Jonas

et al. 2016

European Journal of Work and Organizational Psychology

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We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders' verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders' behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.

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“…Its accompanying interpersonal affect is coded on two dimensions: power (dominance vs. submissiveness) and affiliation (friendliness vs. hostility). The ratings on these dimensions are based on verbal and nonverbal cues as described in the DCS manual [21]. Examples include interrupting someone else or expressive gesticulation as markers for dominance.…”

Section: Video Annotationmentioning

confidence: 99%

“…All discussions were recorded on video and coded with the Discussion Coding System (DCS) [21]. The DCS is a state-of-the-art coding system to analyse group interaction.…”

Section: Video Annotationmentioning

confidence: 99%

Discriminating Individually Considerate and Authoritarian Leaders by Speech Activity Cues

Feese

Muaremi

Arnrich

et al. 2011

2011 IEEE Third Int'l Conference on Privacy, Security, Risk and Trust and 2011 IEEE Third Int'l Conference on Social Computing

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Effective leadership can increase team performance, however up to now the influence of specific micro-level behavioral patterns on team performance is unclear. At the same time, current behavior observation methods in social psychology mostly rely on manual video annotations that impede research. In our work, we follow a sensor-based approach to automatically extract speech activity cues to discriminate individualized considerate from authoritarian leadership. On a subset of 35 selected group discussions lead by leaders of different styles, we predict leadership style with 75.5% accuracy using logistic regression. We find that leadership style predictability is dependent on the relative discussion time and is highest for the middle parts of the discussions. Analysis of regression coefficients suggests that individually considerate leaders start speaking more often while others speak, use short utterances more often, change their speech loudness more and speak less than authoritarian leaders. Abstract-Effective leadership can increase team performance, however up to now the influence of specific micro-level behavioral patterns on team performance is unclear. At the same time, current behavior observation methods in social psychology mostly rely on manual video annotations that impede research. In our work, we follow a sensor-based approach to automatically extract speech activity cues to discriminate individualized considerate from authoritarian leadership. On a subset of 35 selected group discussions lead by leaders of different styles, we predict leadership style with 75.5% accuracy using logistic regression. We find that leadership style predictability is dependent on the relative discussion time and is highest for the middle parts of the discussions. Analysis of regression coefficients suggests that individually considerate leaders start speaking more often while others speak, use short utterances more often, change their speech loudness more and speak less than authoritarian leaders.

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Das Instrument zur Kodierung von Diskussionen (IKD)

Cited by 26 publications

References 53 publications

Change Process in Coaching: Interplay of Nonverbal Synchrony, Working Alliance, Self-Regulation, and Goal Attainment

Change Process in Coaching: Interplay of Nonverbal Synchrony, Working Alliance, Self-Regulation, and Goal Attainment

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision quality

Discriminating Individually Considerate and Authoritarian Leaders by Speech Activity Cues

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