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.

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 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 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.

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.

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.

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.

This is paper explores a post-modern Gestalt approach to coaching which suggests multiple levels of engagement inclusive of physical/sensory, social/cultural, emotional/biological, projective/imagined and spiritual/intuitive levels of influence. The model reviewed here focuses primarily upon the ‘process’ of communication rather than its content, and deals with what is emerging ‘now’ rather than past problems and issues.

In this article the author focuses on the most valuable aspects of co-active coaching,
that make it different from other approaches.

The main aim of the article is to introduce systemic coaching alongside the Kiel Counselling Model, and to show its historical and theoretical roots. The article also shows the practical implementation of the Kiel Counselling Model in a coaching session. It works with two coaches for one client, as well as a reflecting team that brings ideas, fantasies and compliments for the client into the proccess.

The present article describes in detail a model for coaching supervision, created on the basis of the author’s own experience and information acquired during an annual supervisor training programme led by the Academy of Executive Coaching.

This article presents arguments for applying the transactional analysis (TA) in the coaching. Theoretical notions, techniques and workings models of TA can arrange a practice of coaching. Coaching simply needs many theories as sources of its inspiration. TA refers to a current of positive psychology. It discusses a norm and a supporting the development and it does not concentrate on pathology. TA is the conception, which the language is simply, blunt and humorous.

In the focus of the author of the article questions are questions related to the process of defining and building the identity of the individual in the process of coaching. The starting point for the discussion is the assumption that the post-modern world, the knowledge and experience mediated through the media, shape the identity of individuals, as well as the order of social relations. The author verifies many psychological and sociological definitions of individual identity and the process of building one’s lifestyle. The question of whether an individual knows himself and knows how to thoughtfully build „yourself ” is an issue that is intertwined in the article’s multithreaded analysis of the identity of a man with everyday issues raised by the coaches in the coaching of an individual. According to the author coaching is a process that prepares the body to function in the world, according to the identity defined and worked out during the coaching sessions.

The article presents how competence management in organization contributes to the effective functioning of the modern enterprise. Coaching with its multiplicity and complexity used as a tool for human resources development can bring many benefits into competency management. According to the author it is possible to find convergence in certain areas that coaching and competence management are described in the article.

The paper presents the SFERA model which is an adaptation of the SPACE model used in cognitive behavioural coaching and therapy. The SPACE model supports the process of analysis, cognitive pattern evaluation and design of actions as part of coaching or therapeutic processes. The paper presents conclusions for its practical use in the coaching process.

The article presents the nature of an autonomous and paternalistic management style. The author refers to “folwark-like organizational culture model” popular among Polish companies which embodies the essence of paternalistic management style characterized by coercion and absolute control over an employee. The author states that it is not in company’s best interest to have the employees dependent on their superiors. Autonomous management style characterized by trust and respect is much more constructive. That style of management directly corresponds with coaching approach.

The article presents the original PERMA model of coaching. Theoretical bases of the model are outlined, i.e. the Authentic Happiness Theory, along with three models devised by Martin Seligman: the pleasant life, the good (committed) life and the meaningful life, as well as his well-being theory formulated later. Authors also refer to the concept of character strengths and virtues introduced by Christopher Peterson and Martin Seligman, and propose the application of the classification of character strengths and virtues VIA (Values in Action) in the coaching process based on the PERMA model.

This paper explores the Mental Toughness model in a coaching process. Mental Toughness, a narrow personality trait, recently emerged as a significant factor in defining and measuring individual’s mind-set and attitude. Authors argue that one of the key elements contributing to building successful coaching rapport with a coachee as well as to set a coachee onto a coaching journey is to understand the mental toughness level of the client. This paper will also explain what Mental Toughness is and its applications to all walks of life.