Me article presents an evidence-based approach. It focuses on the meaning of psychologi-cal knowledge and the research &ndings relating to the increase in credibility and eVcacy of coaching practice, and also the development of coaching as amethod of support.

Me article encourages mak ing use of the scienti&c k nowledge from developmental psycholog y. It replies to the thesis that coaching needs areliable theor y based on scientific research for achiev ing higher professionalism. A s there is such athing as coaching psycholog y, its scientific basis can easily be adult developmental psychology. It is based on the concept of the human life track. Me end of development is not (as it cannot be) childhood or adolescence. According to the human life track concept humans also develop throughout their adult life. Mere are indicatorsof this development, conditions for supporting it and even developmental task per-formance, which lets one achieve wellbeing, or even personal and professional happiness.

The article presents some skills, areas and approaches commonly used by coaches in different coaching models to affect their clients. Selected parts are compared with mechanisms described by social psychology. It is shown how the coaching process has a positive influence on achieving the defined goals and objectives, and how this efficiency can be explained based on psychological mechanisms and concepts.

Me authors of this article give acomparative review of coaching session models that are based on the GROW model and they present their own elaborated plan of acoaching session, which can be used when working with clients. Mis model includes impor-tant factors that are essential in order to effectively change the initial situation of the client and to achieve the intended goals.

Me victim mentality involves vulnerability, asense of injustice, avoiding responsibility and complaining. Both in business and in coaching, cases of this phenomenon have been identied, using the so-called structure of vulnerability. Me article presents the basic directions for change, which enable moving away from the victim mentality and implementing acoaching strategy for overcoming diffculties relating to withdrawal and the sense of permanent dissatisfaction and frustration (Victoria Strategy). Based on these deliberations, it is easier to identify behaviors that are the result of avictim mentality, to more effectively replace the victim mentality with action and to obtain useful strategies for dealing with complaints and helplessness, which can be used in training, coaching and self-development.

This paper provides an overview on the development of a coaching culture. It focuses on the best practices that are developing within the US and the European Union and presents a five stage model for the development of a coaching culture within organizations. Me five stages are: Informal External Coaching, Professional External coaching, Coaching for A ll, Coaching as a Management Style and Coaching Across the Network. Me article suggests that many organizations have aspirations to build a coaching culture, but a large number of them are currently at level one, two or three a long this journey.

The article is about the important and widely discussed issue of the financial evaluation of the effciency of coaching, mentoring and trainings. Me authors question how human development projects should be treated in accounting: more as operational costs or long term investments. Mey explain when projects are pro&table and how to measure the profitability of such projects. Me article presents the main assump-tions and methods of the financial evaluation of coaching, mentoring and training eficiency. Me authors present the Kirkpatrick ’s Model and Philips’ Model. Finally the authors present the results of an evaluation study that they conducted in Polish conditions using the mentioned methods.