@article{SchermulySchermulyHauptSchoelmerichetal.2014, author = {Schermuly, Carsten C. and Schermuly-Haupt, Marie-Luise and Sch{\"o}lmerich, Franziska and Rauterberg, Hannah}, title = {Zu Risiken und Nebenwirkungen lesen Sie ... : negative Effekte von Coaching}, series = {Zeitschrift f{\"u}r Arbeits- und Organisationspsychologie}, volume = {58}, journal = {Zeitschrift f{\"u}r Arbeits- und Organisationspsychologie}, number = {1}, pages = {17 -- 33}, year = {2014}, abstract = {Coaching hat sich in der Personalentwicklung etabliert. Der wissenschaftliche Blick auf die Wirksamkeit und Wirkfaktoren von Coaching ist aber bisher eingeschränkt. Während in verschiedenen anderen Bereichen (z.B. in der Psychotherapie-oder Mentoringforschung)auch negative Effekte untersucht werden,findet dies in der Coachingforschung kaum statt.In der vorliegenden Studie wurden negative Effekte von Coaching erstmals systematisch untersucht. In einer qualitativen Vorstudie wurden potentielle negative Effekte von Coaching ermittelt und anschließend die Häufigkeit, Intensit{\"a}t und Dauer explorativ erforscht. Dazu wurden per Onlinefragebogen 123 Coachings aus der Perspektive der Coaches evaluiert. Die Ergebnisse zeigen, dass pro Coaching durchschnittlich zwei negative Effekte auftreten, die jedoch eine niedrige Intensität besitzen. Weiterhin wurden Faktoren erfasst, welche die Coaches als ursächlich f{\"u}r die negativen Effekte wahrnehmen. Dies sind insbesondere Klientenvariablen, aber auch der Umgang des Coaches mit psychischer Erkrankung des Klienten sowie Zeitknappheit. Dar{\"u}ber hinaus besteht ein positiver Zusammenhang zwischen der Anzahl behandelter Themen und der H{\"a}ufigkeit negativer Effekte.}, language = {de} } @article{Schermuly2014, author = {Schermuly, Carsten C.}, title = {Was beim Coaching schiefgehen kann}, series = {Harvard Business Manager}, volume = {36}, journal = {Harvard Business Manager}, number = {4}, pages = {12 -- 13}, year = {2014}, abstract = {Der Nutzen von Busi­ness­coa­chings ist unbestritten. Dass sie aber auch Probleme verursachen, ist bislang wenig erforscht. Eine Studie zeigt, dass negative Effekte ganz normal sind - und dass Coachs die Schuld daf{\"u}r meist nicht bei sich selbst suchen.}, language = {de} } @article{SchermulyBohnhardt2014, author = {Schermuly, Carsten C. and Bohnhardt, Franziska Anna}, title = {Und wer coacht die Coaches?}, series = {Organisationsberatung, Supervision, Coaching}, volume = {21}, journal = {Organisationsberatung, Supervision, Coaching}, number = {1}, pages = {55 -- 69}, year = {2014}, abstract = {Business-Coachings haben sich als eines der bedeutendsten Personalentwicklungsinstrumente etabliert. Der wissenschaftliche und praxisorientierte Blick auf das Thema Risiken und Nebenwirkungen von Coachings ist bislang aber kaum erfolgt. In diesem Artikel werden erste empirische Ergebnisse einer Berliner Forschungsgruppe zum Thema negative Effekte von Coaching f{\"u}r Klienten vorgestellt. Weiterhin wird der Frage nachgegangen, welche negativen Effekte des Coaching-Berufs f{\"u}r Coaches auftreten. Daf{\"u}r wurden 20 problemzentrierte Interviews mit erfahrenen Business-Coaches durchgef{\"u}hrt. Die Ergebnisse zeigen, dass negative Effekte f{\"u}r Coaches {\"a}hnlich vielf{\"a}ltig sind wie die f{\"u}r Klienten. {\"U}berschneidungen hinsichtlich der Ursachen f{\"u}r negative Effekte von Coachings f{\"u}r Coaches und Klienten bestehen beispielsweise bei Problemen der Abgrenzung zwischen Psychotherapie und Coaching.}, language = {de} } @article{SchermulyMeyerDaemmer2013, author = {Schermuly, Carsten C. and Meyer, Bertolt and D{\"a}mmer, Lando}, title = {Leader-Member Exchange and Innovative Behavior: the Mediating Role of Psychological Empowerment}, series = {Journal of Personnel Psychology}, volume = {12}, journal = {Journal of Personnel Psychology}, number = {3}, pages = {132 -- 142}, year = {2013}, abstract = {This study investigates the process underlying the relationship between leadership and employees' innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.}, language = {en} } @article{SchermulyIaniroKauffeld2013, author = {Schermuly, Carsten C. and Ianiro, Patrizia M. and Kauffeld, Simone}, title = {Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship}, series = {Coaching: An International Journal of Theory, Research and Practice}, volume = {6}, journal = {Coaching: An International Journal of Theory, Research and Practice}, number = {1}, pages = {25 -- 46}, year = {2013}, abstract = {There is growing evidence that coaching is effective. However, little is known about the process variables critical for coaching success. This article investigates the role of the two interpersonal behaviour dimensions affiliation and dominance in the formation of a positive coaching relationship and in coaching success. The interaction of 33 coach-client dyads was videotaped during their first coaching session. The verbal and non-verbal affiliation and dominance behaviour of both actors was analysed with the Discussing Coding System. Findings show that a coach's dominance behaviour in the first session predicts positive ratings by the client concerning goal attainment at the end of the five-session-coaching process. Similarity of coach and client in terms of dominance and affiliation predicts positive ratings by the client on relationship quality and goal attainment. Practical implications and limitations are discussed.}, language = {en} } @article{SchermulyBairovNachtweietal.2013, author = {Schermuly, Carsten C. and Bairov, Hilmar and Nachtwei, Jens and Bernstorff, Charlotte von and Uedelhoven, Sebastian}, title = {Benchmark for Assessment Center Diagnostics (BACDi): a cross cultural comparison between the USA and The German speaking region}, series = {Intercontinental Journal of Human Resource Research Review}, journal = {Intercontinental Journal of Human Resource Research Review}, number = {9}, edition = {1}, pages = {1 -- 14}, year = {2013}, abstract = {Contemporary personnel selection is regularly accompanied by the use of Assessment Centers (ACs). However, the accuracies of ACs with regard to predicting later job performance vary to a great extent in the available literature. In pursue of developing a standardized and detailed instrument which includes quality criteria to evaluate and improve methodological AC quality, the project "Benchmark for Assessment Center Diagnostics" (BACDi) launched in 2008. During the course of the project an instrument has been developed, containing 67 quality criteria for systematically evaluating ACs. This instrument has been applied to 41 large German organizations. This article aims at introducing the application of the BACDi instrument in North American companies which forms the basis of a cultural comparison between AC quality in German speaking countries and North America.}, language = {en} } @article{SchermulyDellerBuesch2014, author = {Schermuly, Carsten C. and Deller, J{\"u}rgen and B{\"u}sch, Victoria}, title = {A research note on age discrimination and the desire to retire: the mediating effect of psychological empowerment}, series = {Research on Aging}, volume = {36}, journal = {Research on Aging}, number = {3}, pages = {382 -- 393}, year = {2014}, abstract = {Age discrimination is a common problem in organizations. In our pilot study, we want to explore the processes how the desired retirement age is influenced by age discrimination and see psychological empowerment as an important mediator for the relationship between these variables. Data stem from an online questionnaire completed by 130 employees from different organizations in Germany (all 50 years or older). Our results show that age discrimination is an antecedent for the desired retirement age. It has a direct as well as an indirect (via psychological empowerment) effect on the desired retirement age.}, language = {en} } @inproceedings{BraunerDeMoreGockel2013, author = {Brauner, Elisabeth and DeMore, Jaime and Gockel, Christine}, title = {Cognitive loafing in work groups: when employees would rather not think}, series = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, booktitle = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, year = {2013}, abstract = {Keine Angabe - No details}, language = {en} } @inproceedings{GockelSchmidt2013, author = {Gockel, Christine and Schmidt, R.}, title = {Trajectories of shared leadership - and not absolute levels - relate to team performance}, series = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, booktitle = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, year = {2013}, abstract = {Keine Angabe - No details}, language = {en} } @inproceedings{KnollGockelWerth2013, author = {Knoll, M. and Gockel, Christine and Werth, Lioba}, title = {How shared leadership influences employee silence and team effectiveness: a multilevel approach}, series = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, booktitle = {16th Conference of the European Association of Work and Organizational Psychology, M{\"u}nster}, year = {2013}, abstract = {Keine Angabe - No details}, language = {en} }