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Coaching Skill (coaching + skill)
Selected AbstractsDevelopment and initial validation of an instrument measuring managerial coaching skillHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2005Gary N. McLean This article reports on two studies that used three different samples (N = 644) to construct and validate a multidimensional measure of managerial coaching skill. The four dimensions of coaching skill measured were Open Communication, Team Approach, Value People, and Accept Ambiguity. The two studies assessed the context adequacy, dimensionality, reliability, factor structure, and construct validity of the scale. Preliminary reliability and validity evidence of the scale was determined. Consequently, the coaching scale provides future researchers with a valuable tool to measure coaching skill in organizational studies, and it offers human resource development professionals a valid instrument to develop effective managers. [source] Invited reaction: Development and initial validation of an instrument measuring managerial coaching skillHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2005David B. Peterson First page of article [source] Team coaching helps a leadership team drive cultural change at CaterpillarGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2008Merrill C. Anderson Team coaching readied NACD's top leaders for a broad cultural initiative, showing them how to be more effective with each other, and then how to drive behavioral change across the business by embodying the principles of service. The three-phase initiative included coaching activities such as peer feedback, individual coaching engagements, in-the-moment group coaching, and coaching skills training. The leadership team dealt with its nonproductive habits of interaction; gained deeper insights about the individual and organizational behavior changes needed to implement a customer-centric culture of service; defined and held each other accountable for new behavioral norms; and instituted processes to make its discussions and decision making more effective. © 2008 Wiley Periodicals, Inc. [source] Coaching patients to self-care: a primary responsibility of nursingINTERNATIONAL JOURNAL OF OLDER PEOPLE NURSING, Issue 2 2009Julie Pryor BA Aim., To explore the process nurses use to guide and support patients to actively re-establish self-care. Background., The movement of hospitalized patients from less to more independence is primarily a nursing responsibility. Studies of nursing practice in inpatient rehabilitation settings have begun to shed some light on this, but as yet there is limited understanding of the actual skills nurses use to support patients to re-establish self-care. Method., This study used grounded theory. Microanalysis and constant comparative analysis of data collected during interviews with, and observation of, registered and enrolled nurses during everyday nursing practice in five inpatient rehabilitation units facilitated open, axial and selective coding. Relevant literature was woven into the final theory. Findings., To facilitate patient transition from the role of acute care patient to rehabilitation patient actively reclaiming self-care, nurses engaged in a three-phase process known as coaching patients to self-care. The three phases were: easing patients into rehabilitation, maximizing patient effort and providing graduated assistance. Conclusion., Coaching patients to self-care is a primary activity and technology of rehabilitation nursing. Relevance to clinical practice., Patients in a variety of settings would benefit from nurses incorporating coaching skills into their nurse,patient interactions. [source] | ||||||||||