Liderança organizacional: uma revisão integrativa brasileira Silva, Caio Pedrinho da; Paschoalotto, Marco Antonio Catussi; Endo, Gustavo Yuho
Revista Pensamento Contemporâneo em Administração,
03/2020, Letnik:
14, Številka:
1
Journal Article
Recenzirano
Odprti dostop
O presente artigo analisou de forma integrativa e sistêmica os trabalhos de liderança publicados em periódicos nacionais de 2010 a 2018 por meio da plataforma CAPES, onde foram filtrados os estudos ...de liderança com strings de busca e critérios de restrição em 3 etapas, gerando uma amostra final de 29 artigos. Os resultados apontaram que os assuntos mais abordados dentro da temática são a respeito dos estilos de liderança, com foco na transformacional e transacional; e temas como coaching e liderança feminina apresentaram poucos artigos. Ao final, esse estudo demonstrou uma agenda de pesquisa a ser seguida.
The purpose of this article is to highlight a few principles from exercise science, focusing on fitness testing and athletic development, with specific attention on the components of health-related ...fitness (HRF).
When everybody within an organization learns and develops coaching skills, its culture begins to change. The willingness to share insights and ideas becomes accepted and expected at all levels - up, ...down, and across. With Everyday Coaching everyone can take the best of what coaching has to offer - the dialogue, tools, and mindset - and leverage it to transform themselves and their organisation.
The term ‘digital coaching’ is widely used but ill-defined. The present study therefore investigates how digital coaching is defined and how it differentiates from face-to-face coaching and other ...digital-technology-enabled (DT-enabled) formats, such as digital training, digital mentoring, or digital consulting. A qualitative inductive approach was chosen for more in-depth and open-minded content. Based on previous studies on the importance of asking coaches working in the field, 260 coaches working in the field of digital coaching were surveyed. The given answers depict the importance of differing between forms of DT-enabled coaching. Thus,
digital coaching
is a DT-enabled, synchronous conversation between a human coach and a human coachee, which is different to
artificial intelligence
(AI) coaching and coaching that is supported by asynchronous digital and learning communication technologies. Due to this definition and differentiation, future studies can explore the digital coaching process and its effectiveness – particularly in comparison to other formats. Furthermore, this clear definition enables practitioners to maintain professional standards and manage client’s expectations of digital coaching while helping clients understand what to expect from digital coaching.
Background: There is a strong positive association between 1-month weight loss (WL) and longer-term WL within lifestyle interventions. This study examined whether adding phone coaching for early ...suboptimal responders enrolled in an Internet-delivered WL (IDWL) program can improve program adherence and 12-month WL. Methods: 452 adults with overweight/obesity (BMI: 34.6 ± 5.0 kg/ m2, 69.7% female) received an automated, 12-month IDWL program consisting of video lessons, self-monitoring of calories, exercise, and weight, and personalized feedback. At baseline, participants were randomized to 1 of 3 groups, such that if they had an early suboptimal response (1-month WL <4%), they would also receive either: (1) BRIEF phone coaching (3 calls, weeks 5-8), (2) EXTENDED phone coaching (12 calls, weeks 5-16), or (3) no phone coaching (CONTROL). Early responders (1-month WL>4%) received no phone coaching regardless of group assignment. Secondary analyses compared suboptimal responders with 1-month WL of <2% vs. 2%-4%. Results: Among the analyzed sample (n = 437 reported a weight at 1 month), 79% were classified as early suboptimal responders (1-month WL <2%: n = 164; 1-month WL 2%-4%: n = 182). Coaching call completion (94.3%) and 12-month retention (87.1%) rates were high. Twelve-month WL was -5.45 ± 6.68% in EXTENDED, -4.94 ± 6.12% in BRIEF, and - 3.94 ± 7.41 in CONTROL, with EXTENDED significantly greater than CONTROL (p = 0.03). In those with a 1-month WL <2%, 12-month WL was significantly greater in EXTENDED (-4.16 ± 5.58%) vs. BRIEF (-2.09 ± 5.18, p < 0.05), but no significant difference was observed among those with a 1-month WL of 2%-4% (EXTENDED: -4.56 ± 5.61% vs. BRIEF: -5.61 ± 5.69%; p > 0.05). Intervention engagement (e.g., video lessons viewed and # of days self-monitored) was greater in BRIEF and EXTENDED vs. CONTROL (p's < 0.001). Conclusions: Although coaching ended by month 4, early suboptimal responders who received phone coaching had favorable and lasting effects on intervention engagement and WL through 12 months. Moreover, extended coaching was superior to brief coaching among those with the lowest WL at 1 month.
"La'Wana Harris has opened this coach's eyes to the power of coaching practices to create new paths for diversity and inclusion work-whether or not you are formally trained as a coach. Please read ...this book and help create workplaces with honest engagement and access for all." -Marshall Goldsmith, Thinkers 50 #1 Executive Coach and two-time #1 Leadership Thinker in the world The ugly truth about diversity is that some people worry they must give up their power for others to have a chance. La'Wana Harris's Inclusion Coaching method helps people realize that sharing power isn't the same as losing it. The elephant in the room with diversity work is that people with privilege must use it to allow others equal access to power. This is often why diversity efforts falter-people believe in diversity until they feel that they have to give something up. How do we talk them through this shift?La'Wana Harris introduces Inclusion Coaching, a new tool based on cutting-edge research that identifies the stages of preparation, implementation, and "self-work" necessary to help individuals, teams, and organizations build a sustainable culture of inclusion. Harris's six-stage COMMIT model-Commit to courageous action, Open your eyes and ears, Move beyond lip service, Make room for controversy and conflict, Invite new perspectives, and Tell the truth even when it hurts-provides a proven process for making people aware of their own conscious and unconscious biases and concrete steps to make inclusion an embedded reality. Harris offers managers and diversity coaches new models to empower everyone from employees to CEOs to "do" inclusion and address deep-rooted biases that are often invisible. She addresses the growing need to challenge bias and build authentic cultures where everyone can feel a sense of belonging .
In recent years there has been a steady increase in the racial and ethnic diversity of the playing workforce in many sports around the world. However, there has been a minimal throughput of racial ...and ethnic minorities into coaching and leadership positions. This book brings together leading researchers from around the world to examine key questions around ‘race’, ethnicity and racism in sports coaching.The book focuses specifically on the ways in which ‘race’, ethnicity and racism operate, and how they are experienced and addressed (or not) within the socio-cultural sphere of sports coaching. Theoretically informed and empirically grounded, it examines macro- (societal), meso- (organisational), and micro- (individual) level barriers to racial and ethnic diversity as well as the positive action initiatives designed to help overcome them. Featuring multi-disciplinary perspectives, the book is arranged into three thematic sections, addressing the central topics of representation and racialised barriers in sports coaching; racialised identities, diversity and intersectionality in sports coaching; and formalised racial equality interventions in sports coaching.Including case studies from across North America, Europe and Australasia, ‘Race’, Ethnicity and Racism in Sports Coaching is essential reading for students, academics and practitioners with a critical interest in the sociology of sport, sport coaching, sport management, sport development, and ‘race’ and ethnicity studies.
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