TY - JOUR A1 - Schermuly, Carsten C. A1 - Schermuly-Haupt, Marie-Luise A1 - Schölmerich, Franziska A1 - Rauterberg, Hannah T1 - Zu Risiken und Nebenwirkungen lesen Sie ... : negative Effekte von Coaching JF - Zeitschrift für Arbeits- und Organisationspsychologie N2 - 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, Intensität 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 für die negativen Effekte wahrnehmen. Dies sind insbesondere Klientenvariablen, aber auch der Umgang des Coaches mit psychischer Erkrankung des Klienten sowie Zeitknappheit. Darüber hinaus besteht ein positiver Zusammenhang zwischen der Anzahl behandelter Themen und der Häufigkeit negativer Effekte. KW - Personalentwicklung KW - Coaching KW - Wirkfaktoren Y1 - 2014 N1 - Online: https://www.researchgate.net/publication/260285483_Zu_Risiken_und_Nebenwirkungen_lesen_Sie_-_Negative_Effekte_von_Coaching VL - 58 IS - 1 SP - 17 EP - 33 ER - TY - JOUR A1 - Schermuly, Carsten C. T1 - Was beim Coaching schiefgehen kann JF - Harvard Business Manager N2 - 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 dafür meist nicht bei sich selbst suchen. KW - Coaching KW - Personalentwicklung Y1 - 2014 N1 - Abrufbar in der Zeitschrift Harvard Business Manager im Netz der SRH Hochschule Berlin. Access possible via Journal Harvard Business Manager within the network of SRH Hochschule Berlin. VL - 36 IS - 4 SP - 12 EP - 13 ER - TY - JOUR A1 - Schermuly, Carsten C. A1 - Bohnhardt, Franziska Anna T1 - Und wer coacht die Coaches? JF - Organisationsberatung, Supervision, Coaching N2 - 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 für Klienten vorgestellt. Weiterhin wird der Frage nachgegangen, welche negativen Effekte des Coaching-Berufs für Coaches auftreten. Dafür wurden 20 problemzentrierte Interviews mit erfahrenen Business-Coaches durchgeführt. Die Ergebnisse zeigen, dass negative Effekte für Coaches ähnlich vielfältig sind wie die für Klienten. Überschneidungen hinsichtlich der Ursachen für negative Effekte von Coachings für Coaches und Klienten bestehen beispielsweise bei Problemen der Abgrenzung zwischen Psychotherapie und Coaching. KW - Coaching KW - Risiken KW - Nebenwirkungen Y1 - 2014 N1 - Online: https://www.researchgate.net/publication/271391664_Und_wer_coacht_die_Coaches VL - 21 IS - 1 SP - 55 EP - 69 ER - TY - JOUR A1 - Schermuly, Carsten C. A1 - Meyer, Bertolt A1 - Dämmer, Lando T1 - Leader-Member Exchange and Innovative Behavior: the Mediating Role of Psychological Empowerment JF - Journal of Personnel Psychology N2 - 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. KW - Leader-Member-Exchange KW - Psychological Empowerment KW - Innovative Work Behavior Y1 - 2013 N1 - Online: https://www.researchgate.net/publication/263918245_Leader-Member_Exchange_and_Innovative_Behavior_The_Mediating_Role_of_Psychological_Empowerment VL - 12 IS - 3 SP - 132 EP - 142 ER - TY - JOUR A1 - Schermuly, Carsten C. A1 - Ianiro, Patrizia M. A1 - Kauffeld, Simone T1 - Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship JF - Coaching: An International Journal of Theory, Research and Practice N2 - 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. KW - Coaching Relationship KW - Relationship Quality KW - Interpersonal Interaction KW - Nonverbal Behavior Y1 - 2013 N1 - Online: https://www.researchgate.net/publication/271672922_Why_interpersonal_dominance_and_affiliation_matter_an_interaction_analysis_of_the_coach-client_relationship VL - 6 IS - 1 SP - 25 EP - 46 ER - TY - JOUR A1 - Schermuly, Carsten C. A1 - Bairov, Hilmar A1 - Nachtwei, Jens A1 - Bernstorff, Charlotte von A1 - Uedelhoven, Sebastian T1 - Benchmark for Assessment Center Diagnostics (BACDi): a cross cultural comparison between the USA and The German speaking region JF - Intercontinental Journal of Human Resource Research Review N2 - 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. KW - Assessment Center KW - Benchmark KW - Cross Cultural Y1 - 2013 N1 - Online: https://www.researchgate.net/publication/288516314_Benchmark_for_Assessment_Center_Diagnostics_BACDi_-_A_Cross_Cultural_Comparison_Between_The_USA_And_The_German_Speaking_Region IS - 9 SP - 1 EP - 14 ET - 1 ER - TY - JOUR A1 - Schermuly, Carsten C. A1 - Deller, Jürgen A1 - Büsch, Victoria T1 - A research note on age discrimination and the desire to retire: the mediating effect of psychological empowerment JF - Research on Aging N2 - 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. KW - Diversity KW - Retirement KW - Early Retirement KW - Employment Y1 - 2014 N1 - Online: https://www.researchgate.net/publication/272075130_A_Research_Note_on_Age_Discrimination_and_the_Desire_to_Retire_The_Mediating_Effect_of_Psychological_Empowerment VL - 36 IS - 3 SP - 382 EP - 393 ER - TY - CHAP A1 - Brauner, Elisabeth A1 - DeMore, Jaime A1 - Gockel, Christine T1 - Cognitive loafing in work groups: when employees would rather not think T2 - 16th Conference of the European Association of Work and Organizational Psychology, Münster N2 - Keine Angabe - No details KW - Psychology KW - Cognitive loafing Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Gockel, Christine A1 - Schmidt, R. T1 - Trajectories of shared leadership – and not absolute levels – relate to team performance T2 - 16th Conference of the European Association of Work and Organizational Psychology, Münster N2 - Keine Angabe - No details KW - Psychology KW - Leadership KW - Team performance Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Knoll, M. A1 - Gockel, Christine A1 - Werth, Lioba T1 - How shared leadership influences employee silence and team effectiveness: a multilevel approach T2 - 16th Conference of the European Association of Work and Organizational Psychology, Münster N2 - Keine Angabe - No details KW - Psychology KW - Leadership KW - Team effectiveness Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER -