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.

The author looks at the coach throughout the prism of two psychological variables: personality and wellbeing. For many years, personality has been one of the subjects of the debate on professional efficiency, whereas wellbeing is both a notion explored by positive psychology and an important area of interest for coaching. As the coach is one of the two parties of the coaching process, the paper presents a theoretical discussion on the existence of personality traits that predispose a person to the coaching profession. In other words, the author strives to ascertain whether the personality traits and the wellbeing of the coach contribute to coaching being a positive activity and an effective method of influence.

The aim of the paper is to discuss methods of finding inner motivation that allows the coach, who has constant access to his/her resources, to support the coachee in the process of attaining the set goal. Authors have recourse to a metaphor: the coaching process is compared to a journey between the coachee’s current place and the place he/she wishes to reach, i.e. the goal of the coaching process. Further­more, the word “journey” refers to the etymology of the word motivation – mo­vere (to move).