Ellen Van Oosten

Intentional change theory at the organizational level: a case study

Purpose – The purpose of this paper is to examine the application of intentional change theory (ICT) at the organizational level through the lens of a case study.Design/methodology/approach – This paper is a case study of Roadway Express, a leading transportation provider of industrial and commercial goods throughout North America, which embarked on a journey of cultural transformation in 1999, using a popular change process known as appreciative inquiry (AI). The Roadway case study illustrates both the theory of intentional change and the method of AI in use and provides a platform upon which to observe change at the organizational level.Findings – Roadway Express serves as a solid benchmark for organizations considering how to succeed in cultural transformation. The implementation of the philosophy and methodology of appreciative inquiry, played a key role in that success. Analysis shows the link between ICT and AI. From this observation, ICT emerges as a stand‐along theory upon which to interpret the s...

Coaching for sustained desired change

In this chapter, we offer a definition of a particular type of coaching, one focused on achieving sustained, desired change in the individual being coached. We also discuss a theory of intentional change, which we suggest explains why coaching in this manner indeed leads to sustained, desired change in individuals. We explore the coaching relationship in terms of the quality of the relationship and the competencies required by those who create that relationship. We also suggest that coaching has two faces: coaching with compassion and coaching for compliance. The latter often takes the form of trying to help someone in need. In these situations, the desire to help overcomes the knowledge that arousing motivation to change is more important than a short-term fix. We further offer that potential benefits exist in terms of the compassion one experiences from coaching others and we address the risk of not doing so. We provide a guide for the coaching process. And finally, we conclude with a discussion of the implications for future research on coaching and leadership development.

Illuminating the Scholarship of Coaching

The intellectual integrity of coaching depends on research. However, the popularity of the practice of coaching began to dramatically increase at least 20 years before scholars designed studies to test its efficacy (Van Oosten, 2013). Coaching, like many other forms of helping, is most likely effective (i.e., producing sustained changes in a person’s behavior, attitudes, mental models, dreams of the future, etc.) less than 20% of the time when comparing the few performance statistics to other professions (Boyatzis, 2005; Spencer & Spencer, 1993). This would be consistent with research on impact from other helping professions. Therefore, there is a need for more research to help us determine, among other things, what coaching methods and processes work the best and for whom, which coaches are more effective and with whom, and when is the use of coaching likely to be most effective. To continue the dialogue and to increase the level of rigor of thought and evidence, we issued the call for abstracts and papers for a special issue of the Journal of Applied Behavioral Science. We were delighted in the substantial response to our call for abstracts for this special issue on coaching. We received over 30 abstracts for empirical and conceptual papers from scholars representing a variety of countries spanning North America, Europe, and Asia. The number of deserving papers exceeded the space limits of the special issue, so some of them will appear in future issues of this journal. The collection of articles presented here cover a broad spectrum of topics on coaching and its effects in a variety of contexts. The first article looks at coaching within the context of the manager–subordinate relationship. Sewon Kim and Minhsun Kuo from Korea, in their article titled “Examining the Relationships Among Coaching, Trustworthiness and Role Behaviors: A Social Exchange Perspective,” examined 280 manager–subordinate coaching dyads

The Leadership Lab for Women: Advancing and Retaining Women in STEM through Professional Development

Innovative professional development approaches are needed to address the ongoing lack of women leaders in science, technology, engineering, and math (STEM) careers. Developed from the research on women who persist in engineering and computing professions and essential elements of women’s leadership development, the Leadership Lab for Women in STEM Program was launched in 2014. The Leadership Lab was created as a research-based leadership development program, offering 360-degree feedback, coaching, and practical strategies aimed at increasing the advancement and retention of women in the STEM professions. The goal is to provide women with knowledge, tools and a supportive learning environment to help them navigate, achieve, flourish, and catalyze organizational change in male-dominated and technology-driven organizations. This article describes the importance of creating unique development experiences for women in STEM fields, the genesis of the Leadership Lab, the design and content of the program, and the outcomes for the participants.

Call for Abstracts for a Special Issue on Coaching

In its various forms, the practice of coaching has become an integral part of the study of helping relationships. Examples of such relationships include doctor/nurse/therapist-patient, teacher-student, manager-subordinate, parent-child, and coach-coachee. Coaching has also become an integral element of the development processes used in many, if not most organizations. JABS is based on the study and improvement of practice in helping individuals and organizations (including dyads, teams and community systems) improve through intentional efforts. As such, we will devote a special issue to the latest in thinking and research on coaching in its many forms, whether that is executive, life, career, health, and/or other forms of coaching, and developmental helping relationships. Possible topics include: