Psychodynamic Approach

Diamond, Michael A.

doi:10.1002/9781118326459.ch19

Cited by 2 publications

(1 citation statement)

References 28 publications

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“…In problematising current dominant coaching strategies, the following coaching approaches were reviewed: psychodynamic coaching (Kets De Vries, 2006; Kilburg, 2004;Lee, 2014;Peltier, 2010), behavioural coaching (Grant, 2014;Peltier, 2010;Peterson, 2006;Skiffington & Zeus, 2006), CBC (Dryden, 2017;Good et al, 2010;Grant et al, 2012;Neenan, 2018;Neenan & Palmer, 2012;Williams et al, 2014), NLP coaching (Grimley, 2014;Hayes, 2006), solution-focused coaching (Cavanagh, 2006;Cavanagh & Grant, 2014;Cox et al, 2014;Jackson & McKergow, 2011), systems psychodynamic coaching (Brunning, 2006;Campbell & Huffington, 2008;Cilliers, 2005;Cilliers & Terblanche, 2010;Diamond, 2013;Lee, 2014;Roberts & Brunning, 2018) and narrative collaborative coaching (Drake, 2010;Stelter, 2014aStelter, , 2014b.…”

Section: Profiling Currently Dominant Coaching Strategies Against The...mentioning

confidence: 99%

Problematising current coaching strategies from a worldview perspective

Coetzee

Veldsman²,

Odendaal³

2023

SA j. ind. psychol.

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Orientation: Leaders need goodness-of-fit with the context in which they are leading, and coaching is considered an effective strategy to achieve this.Research purpose: To critically problematise current dominant coaching strategies in terms of their underlying worldviews, in order to assess their potential effectiveness and relevance in enhancing context‒leadership goodness-of-fit, given the emerging context faced by leaders.Motivation for the study: The current ever-changing context of leaders requires different thinking, including with regard to coaching. The framework of the coaching landscape, with its associated building blocks, provides the conceptual framework for the review of current coaching strategies. Three dominant worldviews that have historically influenced the thinking in social sciences are employed in this review, namely Newtonian, general systems theory and complexity or chaos (second-order systemic thinking).Research approach/design and method: This was a critical conceptual study aimed at problematising the worldviews informing the currently dominant coaching strategies.Main findings: The problematising of the worldviews underlying the dominant coaching strategies revealed that these strategies are not always informed by a worldview congruent with that demanded by the qualities and features of the world that leaders currently face. There is a pressing need for a coaching strategy informed by a complexity or chaos (second-order systemic) worldview, which better meets the emerging contextual demands and requirements imposed on leaders in practice.Practical/managerial implications: A different coaching strategy, called systemic coaching, is proposed.Contribution/value-add: The proposed systemic coaching strategy is highly suitable to bringing about improved goodness-of-fit between the leader and the emerging context.

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Section: Profiling Currently Dominant Coaching Strategies Against The...mentioning

confidence: 99%

Problematising current coaching strategies from a worldview perspective

Coetzee

Veldsman²,

Odendaal³

2023

SA j. ind. psychol.

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The Psychologist as Managerial Coach

Lowman

2016

Oxford Handbook Topics in Psychology

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This article addresses executive coaching as an area of practice and research by psychologists. As an emerging area associated both with psychology and other professional groups, coaching has rapidly expanded despite a modest body of literature available in support for its efficacy so far. Coaching clearly enjoys a large market demand, and in turn there is an abundance of coaches providing services. This article covers issues associated with defining coaching, identifying the competencies apparently needed for professional practice in this area, and some of the evidence for coaching’s effectiveness (efficacy). It also identifies some of the ethical issues raised in this practice area (coaching ethics) including expectations of science- and evidence-based practice, boundaries of competence, informed consent, multiple relationships, and confidentiality.

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Psychodynamic Approach

Cited by 2 publications

References 28 publications

Problematising current coaching strategies from a worldview perspective

Problematising current coaching strategies from a worldview perspective

The Psychologist as Managerial Coach

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