Results - Stream

Coaching versus therapy: A perspective.

J Blattner, V Hart, S Leipsic Consulting Psychology Journal: Practice and Research 2001

This article reports a study of current perceptions among professionals regarding therapy and coaching. Whereas therapy and counseling have been traditional fields of study and practice, coaching is not as well developed. It is helpful to examine the perceptions of practicing professionals in order to delineate the distinctions and overla...

When Shadows Fall: Using Psychodynamic Approaches in Executive Coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 2004

This article makes the major point that events, feelings, thoughts, and patterns of behavior that are outside of the conscious awareness of executives can significantly influence what they decide and how they act. It provides a succinct overview of the conflict and object relations approaches to understanding psychodynamics and embeds the...

Executive coaching: An outcome study.

K Wasylyshyn Consulting Psychology Journal 2003

While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...

Destined to Lead: Executive Coaching and Lessons for Leadership Development

K Wasylyshyn Palgrave Macmillan 2014

This is a book of cases that may represent best practices.

Business-linked executive development: Coaching senior executives.

T Saporito Consulting Psychology Journal: Practice and Research 1996

Presents a model of executive coaching based on the organizational requirements that shape the leadership factors to be considered in the coaching process. Consultants must clearly shape their coaching to reflect these dimensions if they are to be effective in helping to increase the effectiveness of their individual clients. Consulting i...

Executive consulting under pressure: A case study.

A Freedman, J Perry Consulting Psychology Journal: Practice and Research 2010

This consulting psychology case study describes how an initially nonvoluntary consulting engagement with an executive client in a highly complex nuclear industry organization evolved from suspicion to trust, enabling the client to achieve work-related goals. Methods used by the consultant, and reactions to those efforts by the client, are...

Behind the door: Keeping business leaders focused on how they lead.

K Wasylyshyn Consulting Psychology Journal: Practice and Research 2008

The importance of how leaders lead (i.e., the individual behavioral dimension of leadership), is emphasized as a necessary component of comprehensive leadership development initiatives. Key practice factors and meta themes of an insight-oriented development model designed to influence executive behavior are presented, as well as a possibl...

Coaching the superkeepers

KM Wasylyshyn McGraw-Hill 2003

Patterns of leadership behaviour: Implications for successful executive coaching outcomes

KM Wasylyshyn, HS Shorey, J Chaffin The Coaching Psychologist 2012

An analysis of 300 business executive coaching cases resulted in the identification of three leadership behaviour patterns. These patterns were conceptualised on a continuum of remarkable, perilous, and toxic behaviour. It is suggested that the ability to recognise where their clients are on this behavioural continuum may aid executive...

Destined to Lead: Executive Coaching and Lessons for Leadership Development

K Wasylyshyn Palgrave Macmillan 2014

This is a book of cases that may represent best practices.

The trusted leadership advisor: Another view from the bridge between business and psychology

K Wasylyshyn Consulting Psychology Journal: Practice and Research 2015

With this conceptualization of the trusted leadership advisor (TLA), a senior practitioner provides an in-depth view of the role transition from executive coach in short-term engagements to the TLA in long-term consulting relationships with corporate level and other senior business leaders. Emphasis is placed on the integration of busines...

From Here To Certainty: Becoming CEO And How A Trusted Leadership Advisor (TLA) Helped The Client Get There

K Wasylyshyn Consulting Psychology Journal: Practice and Research 2017

An in-depth case study is used to illustrate the transition senior consultants can make from the role of executive coach to a role conceptualized by the author as trusted leadership advisor (TLA) in long-term engagements with senior business executives. In this engagement, spanning several years, the client ultimately became CEO of a glob...

Trusted Leadership Advisor: A Commentary On Expertise And Ethical Conundrums

R Kilburg Consulting Psychology Journal: Practice and Research 2017

This article represents Karol Wasylyshyn’s (see also Wasylyshyn, 2015) second installment in what I sincerely hope will be an ongoing effort to illuminate the theory and practice of executive coaching with the most senior leaders in organizations. In both of these articles, she has chosen to differentiate this work, carried out by what sh...

Developing self-compassion in leadership development coaching: A practice model and case study analysis

K Wasylyshyn, F Masterpasqua International Coaching Psychology Review 2018

Compassion, and especially self-compassion, are commonly understood as being antithetical to leadership and organisational success. In this article, a review of research from different scientific disciplines indicates that these positive affiliative emotions are as much a part of human survival and wellbeing, as are the need for personal ...

The Trusted Leadership Advisor: Defined, Unpacked, Encouraged

K Wasylyshyn Consulting Psychology Journal: Practice and Research 2019

The role of trusted leadership advisor (TLA) is defined as it was originally conceptualized. This role is filled by highly experienced executive-development professionals working in long-term engagements with senior business leaders who have come to value this resource and want to leverage it to ensure their ongoing leadership effectivene...

Coaching C-Suite Executives and Business Founders

W Berman Consulting Psychology Journal: Practice and Research 2019

Founder chief executive officers and senior executives in the world’s largest companies make up a distinct, elite subset of the larger world of executives. They bring a particularly confident style, strategic way of thinking, influencing ability, and sense of authority and power that present unique challenges. When they work with a psycho...

A Professional Development Study: The Lifelong Journeys of Coaches

A Hullinger, J DiGirolamo International Coaching Psychology Review 2020

Every coach is on a journey. The moment they enter a coach training programme or begin coaching, they enter a path of exploration with clients as well as beginning self-exploration, discernment and experiencing profound shifts. This study investigates that journey through the lens of professional development, expertise, and a way of being...