The article presents the main principles and techniques of the cognitive behavioural approach applied to executive coaching. This is an evidence based approach. In addition, the article highlights two workbased coaching models: PRACTICE Model (developed by Professor Stephen Palmer PhD) and Video Coaching Competence (developed by Anna Syrek-Kosowska, PhD). The use of techniques is demonstrated in case studies.

The article shows the influence of socio-economic determinants on professional counseling and coaching. It demonstrates how the changes of the economic system enforce changes in the working methods of professional counselors and coaches. Globalization, the economic crisis, the extension of the labor markets on the one hand and the decrease in the number of employment opportunities on the other hand, and the need to make professional choices with every step of development of the professional career cause traditional counseling to evolve more towards job and career coaching. The present-day labor market needs workers that know their professional inclinations, resources, competencies and know how to use them in the benefit of the organization.

The main goal of this article is to explain the concept of cross-cultural coaching, i.e. the concepts and models that can be useful in a multicultural business environment. Firstly, the reasons are given why the author has chosen to write about this topic. Secondly, the most important terms are defined and the most useful models of crosscultural coaching are presented. Finally, the author describes some of her own experiences working as a coach in the European and Asian cultural environment.

The practice of coaching, as one of the methods of developing human potential, is characterized with a great deal of variety or even arbitrariness. This is why every precise definition of coaching is always incomplete, because it does not (and even should not) take into consideration all the facets of the coaching practice, as well as highly specialized, because it describes in detail only one aspect (or some aspects) of the coaching practice and distinguishes it (them) from others. However, the incompleteness and specialization of any precise definition of coaching is not a flaw, but a virtue. It enables to see coaching not from a descriptive viewpoint, which tries to describe common features of all the approaches to coaching, including the ones that are based on mistaken premises, but from a normative viewpoint, which proposes theoretically sound, verified in practice and therefore popularize-worthy approaches to coaching. One of these approaches is an evidence-based approach, which is a basis for the dynamic development of all professions that involve helping other people, including psychologists, psychotherapists and coaches. The article describes interpersonal skills coaching as an example of the evidence-based approach to the coaching practice.

Profound social changes, new technologies, globalization and a growing diversity of the working environment all greatly in&uence the management process. More and more managers realize that keeping valuable employees requires something more than good money. In the current reality, in order to create teams that achieve great results managers must replace typical managerial behaviors, such as supervising, checking, monitoring and controlling, with new behaviors, such as coaching and communication. In other words, managers must change the paradigm of management.,e article describes coaching as a method of managing people. A coaching style of management should be implemented in order to improve the working atmosphere and conditions. In the end, people will be more effective and consequently the company will earn more money.,e author focuses on the current situation of managers in Poland.

Organizations focus only on productivity in their teamwork, and usually put less emphasis on positive attitude of team members towards their tasks and co-workers. The article introduces the methodology of team coaching created by Team Coaching International™, based on balance between productivity and positivity. It describes Team Diagnostic Model™ – assessment of 14 key competences of the team. It also introduces the whole team coaching process and gives recommendations how to assess usefulness and effectiveness of this method.

This article constitutes the personal refections of a coach on the place of coaching in the contemporary world, where changes are the result of technological progress as well as the development of ideas and socio-political systems. The author uses the essence of coaching as a starting point. He deliberates on whether coaching is a process that is isolated from the rest, of which the aim is to achieve changes in the sphere of one particular goal (task, action); or whether it is a comprehensive (holistic, systemic) process of which the aim is a qualitative change. By way of describing the elements of coaching, the author indicates the possible spheres of practical application. He also puts forward the following question: is coaching supposed to serve people as autonomous entities or is it supposed to serve organizations that realize economic, social or political goals?