Subscribe: Consulting Psychology Journal: Practice and Research - Vol 61, Iss 4
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Consulting Psychology Journal: Practice and Research is published by the Educational Publishing Foundation in collaboration with the Division of Consulting Psychology of the American Psychological Association (Division 13). The mission of this journal is

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Copyright: Copyright 2016 American Psychological Association

A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy.


This large-scale study of executive coaching explores the perceived effectiveness of coaching from the perspectives of coach, coachee, and sponsor, and potential active ingredients including the coach–coachee working alliance, coachee self-efficacy, personality, and “personality match” between coach and coachee. Using a retrospective design, data was collected from 1,895 client–coach pairs (366 different coaches) from 34 countries, and 92 sponsors, for a total of 3,882 matching surveys. Results indicate that coachee perceptions of coaching effectiveness (CE) were significantly related to both coach- and coachee-rated strength of the working alliance and to coachee self-efficacy but unrelated to coachee or coach personality and to personality matching. The coachee–coach working alliance mediated the impact of self-efficacy on CE, suggesting that the strength of this working alliance—particularly as seen through the eyes of the coachee—is a key ingredient in CE. In addition, a strong emphasis on goals in the working alliance can partially compensate for low coachee self-efficacy. The task and goal aspects of the working alliance were stronger predictors of positive CE than the bond aspects, highlighting the importance of a task and goal focus in the coach–coachee relationship. (PsycINFO Database Record (c) 2016 APA, all rights reserved)(image)

An organizational-development approach to implementing mentoring partnerships: Best practices from physician programs.


Building upon the mentoring literature, the present article shares an organizational-development (OD) approach to design, implement, institutionalize, and evaluate a successful formal mentoring program. Best practices are shared from the facilitation of programs with physicians in 5 different medical centers including 27 rollouts over 10 years. The authors worked with a representative committee within each department to assess mentoring needs and customize a program for stakeholders. A structured matching process and interest forms were used to pair mentees and mentors. Programs included mentor and mentee workshops, partnership kickoff, peer coaching, and recognition events. Focus groups and surveys were used for program evaluation and for informing program improvement. Mentoring-program momentum was maintained through ongoing communication, participant recognition, and program celebration and evolution. Top-down and bottom-up support were integral to getting a program started and keeping it going long term. In this article, the authors share critical success factors and lessons learned to help overcome potential barriers to mentoring-program implementation and to ensure effective integration with the existing departmental and organizational culture within a health-care system. (PsycINFO Database Record (c) 2016 APA, all rights reserved)(image)

Evaluating fit in employee selection: Beliefs about how, when, and why.


Research strongly supports the use of standardized assessment methods, like structured interviews, to evaluate applicants. Many practitioners, however, continue to prefer unstructured and intuition-based approaches to employee selection. Nonstandardized assessment methods compromise the reliability and predictive validity of employee-selection systems and expose the hiring process to the idiosyncratic beliefs and biases of decision makers. To better understand practitioners’ beliefs about decision making for employee selection, this study examines (a) the effects of standardization on the perceived usefulness of assessment methods for evaluating applicants fit with the job (person–job [PJ] fit) and the organization (person–organization [PO] fit); (b) the effects of work proximity on beliefs about the importance of evaluating PJ and PO fit for employee selection; and (c) beliefs about the work-related outcomes that are influenced by PJ and PO fit. Study results provide insight concerning how, when, and why those who make hiring decisions believe these forms of compatibility should be evaluated during employee selection. Suggestions for how this information may be used to help consulting psychologists design employee-selection systems that are more attractive to use, yet retain the predictive validity and legal defensibility of traditional standardized approaches, are offered. (PsycINFO Database Record (c) 2016 APA, all rights reserved)(image)

Can successful sales people become successful managers? Differences in motives and derailers across two jobs.


This study, with 2 samples to test for cross-validation, examined how dark-side traits (derailers) and work values (motives) are related to occupational potential in sales and managerial jobs. The central question for many is how, when, or, indeed, whether to promote successful sales people to managerial jobs. In total, 3,581 adult Britons taking part in 2 separate assessment centers completed 3 validated questionnaires: The first measured the behavioral tendency of an individual when one is exposed to stress that could derail one’s career (HDS, Hogan Development Survey); the second measured the values and preferences that indicate work motivation (MVPI, Motives, Values, Preferences Inventory); and the third involved 2 job-related potential profiles (Management and Sales; HPI, Hogan Personality Inventory). There were gender differences on the measures that matched previous research in the area. Hierarchical regressions showed that some dark-side traits and values (Bold and Colorful, Affiliation and Power) were associated positively with potential in both areas, while others (Excitable, Skeptical, and Hedonistic) were negatively and significantly related. There were various scales where scores were associated with potential in opposite directions: Sales was positive but Management negative on Mischievous, Imaginative, and Recognition. Factor Analysis revealed similar higher order factors of the dark-side and values measure to previous findings. This article discusses implications of the study for personnel selection, job fit, and promotion. Limitations and implications of the research are also discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved)(image)