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6. Coaching Definitions and Concepts

Author

Greif, Siegfried, Möller, Heidi, Scholl, Wolfgang, Passmore, Jonathan, Müller, Felix, Greif, Siegfried, editor, Möller, Heidi, editor, Scholl, Wolfgang, editor, Passmore, Jonathan, editor, and Müller, Felix, editor

Published
2022
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37. The Affective Structure of Stereotype Content: Behavior and Emotion in Intergroup Context

Author

Rogers, Kimberly B., Schroder, Tobias, and Scholl, Wolfgang

Abstract

Affect control theory and the stereotype content model share explanatory goals and employ compatible measurement strategies but have developed in largely separate literatures. The present article examines the models' commensurability and discusses new insights that can be gained by comparing theories. We first demonstrate that the unique measurement dimensions used by each theory (evaluation/potency/activity vs. warmth/competence) describe much of the same semantic content. We then show how simulation techniques developed by affect control theorists can be applied to the study of interactions with stereotyped groups. These simulations indicate broad consistencies between the theories' predictions but highlight three distinctive emphases of affect control theory. Specifically, affect control models predict that actors are motivated to behave in ways that (1) are consistent with self-meanings, (2) maintain cultural norms about the suitability of behaviors and emotions to role relations, and (3) account for behavior and emotion in prior interactions. (Contains 5 tables and 5 footnotes.)

Published
2013
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39. Affective Dynamics of Leadership: An Experimental Test of Affect Control Theory

Author

Schroder, Tobias and Scholl, Wolfgang

Abstract

Affect Control Theory (ACT; Heise 1979, 2007) states that people control social interactions by striving to maintain culturally shared feelings about the situation. The theory is based on mathematical models of language-based impression formation. In a laboratory experiment, we tested the predictive power of a new German-language ACT model with respect to actual behavior and felt emotions in leadership; 60 subjects managed a computer simulated company by communicating with 3 different virtual employees (within-subjects manipulation). Half of the subjects were primed with the concept of authoritarian leadership using a situational interview technique; the remainder was primed with the concept of democratic leadership (between-subjects manipulation). There were 14 dependent variables (leadership categories like praise, criticize, augment salary, etc.). The German impression-formation model correctly predicted 27 of 42 between-subjects contrasts (p less than 0.05) and 56 of 84 within-subjects contrasts (p less than 0.01). Moreover, Euclidean distances of emotions predicted by the German ACT model correlated negatively with the frequency with which the subjects experienced these emotions (correlations ranged from r = -0.18 to r = -0.61). These results support Affect Control Theory's proposition that realistic social interaction can be predicted by mathematical models of affective consistency. (Contains 3 figures, 3 footnotes and 4 tables.)

Published
2009
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43. Success of Process Innovations Through Active Works Council Participation

Author

Breitling, Kai, Scholl, Wolfgang, Breitling, Kai, and Scholl, Wolfgang

Abstract

Successful innovations are deemed to be necessary requisites for enterprise success. On the other hand, works council participation (“co-determination” in Germany) and employee participation are judged differently as either fostering employee and enterprise benefits or only the former or even none. Both forms of participation have found diverging theoretical and empirical argumentations regarding innovations. Here, we argue and show empirically that both forms of participation deliver positive contributions to innovation success, economically and employee-related, substantiated with qualitative reports from 36 process innovation cases and quantitative data from 44 cases. Qualitative case analyses reveal different profiles of works council participation depending on the innovation type. Independent of the innovation types, more successful innovations are marked by more intensive participation. Quantitative examinations of a causal model with path analysis specify how this is achieved: works council and employee participation further the growth of appropriate knowledge and the former also raises the coordination capability; both are essential preconditions for innovation success. A direct impact of works councils on innovation success complements the indirect effects. The slightly modified path analysis explains 53% of the innovation success variance., Peer Reviewed

Published
2022

44. Team Coaching and Effective Team Leadership

Author

Greif , Siegfried, Möller, Heidi, Scholl, Wolfgang, Müller, Felix, Slagter, Martian, Wilderom, Celeste, Greif , Siegfried, Möller, Heidi, Scholl, Wolfgang, Müller, Felix, Slagter, Martian, and Wilderom, Celeste

Abstract

Over the years, first individual and then, increasingly, team coaching has attracted practical and research attention. Team coaching is now becoming an integral part of the repertoire of external coach professionals as well as being considered a part of effective leadership. In this essay, we offer a framework for the question: When should an organization hire an external team coach vs. “do it yourself” as a team leader? The foci of transformational team leaders and external coaches are combined and we address the similarities and differences between the roles of effective leaders and professional team coaches. A coach’s experience in group dynamics, combined with knowledge, good judgment, and independency, can create added value in the development or maturing of a team, especially in turbulent or conflictual situations. Transformational leaders can enhance their team coaching skills, but it is an art for effective (higher) management to call in, at the right time, a team coach.

Published
2022

45. Meaning as a topic in coaching

Author

Greif, Siegfried, Möller, Heidi, Scholl, Wolfgang, Passmore, Jonathan, Müller, Felix, Stelter, Reinhard, Greif, Siegfried, Möller, Heidi, Scholl, Wolfgang, Passmore, Jonathan, Müller, Felix, and Stelter, Reinhard

Abstract

The question of meaning is central to the human being. So why should coaching be reduced to objectives and performance? It seems important to soften the current social discourse that forces individuals to self-discipline and can lead to depression, self-doubt, burn-out and stress. Making meaning is seen as one of the most important ways of enabling depth in the coaching dialogue. Three approaches to creating meaning in coaching are presented. These take their starting point in: (1) subjective experiences, (2) narrative-collaborative practice between the clients, and (3) a joint reflection on values.

Published
2022

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