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.

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.

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.

This article presents a number of legal issues relating to the broad understanding of the concept of coaching. At the present stage of coaching services development in Poland it is essential to begin a discussion on their legal aspects, including the dangers arising from poorly delivered services by persons engaged in providing coaching services.

The article makes an a empt at deA ning the in uence that subordinates have on their leader. is factor can be pivotal in the process of leader coaching. Recommenda-tion of some practical solutions to leader coaching, with followers of leaders also paid attention to, can give some useful tips not only to the departments of human resources and to active coaches but also to leaders themselves. It could be very beneficial to show reciprocal influence between leaders and their subordinates.

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 world of a leader in today’s business environment requires much more than insights regarding intra-personal and/or inter-personal issues. If you want to coach someone who is a leader, you need a larger worldview and a very diRerent way of think- ing about your task.

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.

The paper presents the conceptualization of coaching, which means it describes the process how the meaning of coaching was determined. At the beginning the etymology and semantics of coaching and its origin is described. Th e author makes then a critical review of coaching defi nition in three diff erent perspectives: historical, alternative and classic. Next, the coaching relationships to other form of intervention and its taxonomy are presented. At the end an author’s defi nition of coaching in organizational approach is introduced.

Following the example of business companies, political organizations, including public administration, in order to successfully achieve the objectives for which they were established, they should look for new solutions in building their usability and visibility in the market. Previous use of marketing knowledge, especially the adoption mainly promotional orientation, is no longer enough, to the action taken by them that could be effective in the global information society. Caring only about the promotional aspects of the public administration image in isolation from other marketing technics, organisations and communication links operating in this market, is no longer sucient for the existence and survival in a changing world. Use knowledge of personal branding and coaching that are used successfully in the beld of business, can anect the development and conbdence of all political organisations. Starting from the analysis of the communication process in politics, changing the meaning of its links and the promotional orientation adopted in their marketing activities, the author proved that, a new approach based on authentic and credible values of the organization and its people, who base the creation and management of their brand, is one of the leading elements of the enectiveness of the actions taken by all political organisations, with particular emphasis on public administration units. Certainly, there is a need to communicate the reasonableness of investing in strong brand leaders and individual employees forming a strong brand public administration, using management techniques, which is for sure coaching and personal branding.

The article attempts to discover the dilemmas of coaching as a management tool by managers of distribution. It shows the richness subdiscipline Organizational Behaviour, little exposed on the Polish market development and training and its role in complementing competencies coaching sales managers. Emphasizes the link between the use of coaching techniques for managers, organizational behaviour and rituals. The intention to implement this article is to identify areas of organizational behaviour as that coach should explore, especially in managerial coaching.

The article presents the role of trust in coaching treated as a systemic intervention in an organization. The author refers to the thesis that all organizations are dynamic systems striving for a balance between stability and change. In the author’s opinion, the balance in the human system is maintained by specific „energy” which takes an informational-emotional form in this case. Coaching services act as a „carrier” of such energy. It becomes possible when the relationship „energy carrier–organization system” is built on the foundation of trust understood as a belief that the system will achieve a more beneb cial balance after the intervention.

A goal of this article is to present the author’s innovative concept of an application of the graphological analysis in the transformational coaching processes. The initial stage of the transformational coaching process has been proposed for the application of the graphological analysis. A role of the graphological analysis as an external portrait and a method to broaden the self-awareness of a coachée has been suggested by the author. The article presents a scientific approach to graphology and the handwriting analysis as a projective technique. A structure of the graphological analysis in the area of intellect, emotions, activity and adaptability has been specib ed in the article. Correlations between graphology and transformational coaching and contributions of graphology in coaching processes have been highlighted in the paper.

Personal and professional development needs crossing the status quo. Self-development activity should be more intense in open-minded people. Such people can be called „proinnovative”, becasue they are willing to introduce changes, sometimes even radical, in their lives. le article describes Proinnovativeness as a personality trait and presents the P-12 questionnaire as a tool to assess this trait. Implications of Proinnovativeness for career coaching are discussed.