Personality assessment and feedback practices among executive coaches: In search of a paradigm.

Novo Modelo de Avaliação Psicológica no Brasil

“…Dentre elas pode-se citar os ensaios quase-experimentais e clínicos (Ougrin, Ng, & Low, 2008;Smith, Eichler, Norman, & Smith, 2015), ensaios randomizados (De Saeger et al, 2014;Newman, & Greenway, 1997) e meta-análises (Hanson, & Poston, 2011;Poston, & Hanson, 2010). As evidências empíricas acumuladas são muito promissoras e apontam que AT tem beneficiado os clientes de várias maneiras, tais como ajudar na redução de sintomas, no aumento da autoestima, da esperança, da colaboração e adesão ao tratamento, bem como tem facilitado a aliança terapêutica e a psicoterapia simultânea ou subsequente (Blonigen, Timko, Jacob, & Moos, 2015;Del Giudice, Yanovsky, & Finn, 2014;Hilsenroth, Peters, & Ackerman, 2004;Holm-Denoma et al, 2008;Lerner, 2005;Little, & Smith, 2008;Smith et al, 2015;Smith, & George, 2012;Tarocchi, Aschieri, Fantini, & Smith, 2013;Tharinger, & Pilgrim, 2012). Aschieri et al (2015) fizeram um levantamento sobre as pesquisas sistemáticas com a AT e concluíram que os estudos com as famílias com crianças e adolescentes receberam menos atenção do que com os pacientes adultos.…”

Introduction to the Special Issue on the Role of Personality Assessment in Consulting to Organizations

“…In contrast to the need for valid prediction of outcomes in selection work, in OD work the goal is to use data to unfreeze the current state, increase self-awareness, and enable change in behaviors to more closely approximate a desired end state (Church et al, 2016; see also Moyle & Hackston, this issue, for a detailed discussion). This OD application is similar to Therapeutic Assessment (Finn, 2007) and is typically used at the beginning of most executive coaching engagements (see DelGiudice, Yanovsky, & Finn, 2014). From the OD perspective, the data obtained should be meaningful and useful to the individual who completed the assessment (Church et al, 2016).…”

“…Shorey and Chaffin (this issue), for example, revised an existing romantic attachment measure to apply specifically to leader-follower relationships for use in organizations. Such a measure was needed because executive coaches are loath to administer clinical measures or those that reference romantic relationships to their high-level executive clients (see DelGiudice et al, 2014). There is also resistance from the consulting and I/O psychology fields, where reviewers have previously commented that attachment has no relevance to the relationships between leaders and their direct reports at work.…”

“…It is a positive status symbol to have an executive coach come see you in your office, but it probably would not look as good for you at work to have a visit from a psychotherapist. Thus, it is not surprising that 76% of Division 13 members sampled report never using self-report personality instruments commonly used in clinical settings, and 84% report never using performance-based instruments (DelGiudice et al, 2014). Similarly, as clinicians, we want to know the core aspects of pathology and not how an organization can get more productivity out of "our client."…”

“…Moreover, Kaslow et al point to Therapeutic Assessment as a skill essential to having competence in personality assessment. When it comes to executive coaching, using Therapeutic Assessment is standard practice (DelGiudice et al, 2014). JPA now aspires to be inclusive of the "entire spectrum of issues present in contemporary personality assessment.…”