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"Panchal, Sheila"
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Developmental Coaching
Developmental Coaching explores many of the common transition points we experience throughout life, including teenage transitions, becoming a parent, mid-life and retirement. The book sets these transitions in their social context and reviews them in the light of generational factors.
The book is introduced with key psychological concepts from areas such as lifespan development and positive psychology, in addition to insights from other disciplines, including management theory and sociology. The main topics of discussion are:
coaching tools and techniques
broader societal and generational trends
how coaching can help individuals to realise positive growth.
With case studies throughout, Developmental Coaching offers an essential resource for practising coaches, coaching psychologists, counsellors and other professionals who wish to further their knowledge of the developmental aspects of coaching and dealing with life transitions.
eBook
From twenties to thirties
This chapter will focus on two key transition points that occur within early adulthood. The first will be termed the 'early 20s' transition throughout, which often represents the shift from the academic to the working world, typically leaving college or university, in the 21-24-year age range. The second is the 'turning 30' transition, which concerns those in the 25-35-year age group. These two distinct transition points have been identified as key developmental turning points (e.g. Levinson, 1986) and are influenced by today's social and cultural landscape. In the popular literature, both of these transition points have been referred to as the 'quarter-life crisis' (Barr, 2004; Robbins and Wilner, 2001), implying a reflection point in the same vein as the mid-life crisis. A Common Purpose (1994) report indicated that 83% of respondents believe that there is such a thing as the quarter-life crisis, where they and their peers think about what they want from life. However, other research challenges these views: for example, Dunn and Merriam (1995) found no persuasive evidence for Levinson's 'Age-Thirty Transition' in a large sample of adults.
Book Chapter
Group differences in post-merger stress
Mergers and acquisitions (M&A) are popular business strategies and have been on the increase in recent years. The present study investigated post-merger stress in a sample of field sales employees from a recently merged organisation. A survey methodology was utilised to examine group differences, comparing those from the two pre-merger companies and those new to the merged organisation. Results revealed that group differences in both sources and effects of stress existed. Those from the dominant pre-merger company reported the highest stress levels and most negative work attitudes. Results were discussed in relation to previous research. It was concluded that group differences in response to large-scale organisational change are prevalent and the group context of the situation should be recognised and explored by managers in change situations.
Journal Article
Life transitions and generational perspectives
He who has a why to live can bear with almost any how
Book Chapter
Modern mid-life
For many, mention of mid-life tends to evoke images of bored housewives escaping to desert islands or men swapping their family car for a flashy sports-car or motorbike! In reality, mid-life experience can be diverse. This chapter explores the opportunities and challenges of the mid-life years, and discusses how coaching can be beneficial during this transition.
Book Chapter
Final reflections
The editing of this book has been a fascinating learning experience for us, and it has been a privilege to learn about the inspiring work of our authors and bring together some themes and ideas that connect their work. There are a number of final thoughts that we would like to share.
Book Chapter
Group differences in postmerger stress
Mergers and acquisitions M&A are popular business strategies and have been on the increase in recent years. The present study investigated postmerger stress in a sample of field sales employees from a recently merged organisation. A survey methodology was utilised to examine group differences, comparing those from the two premerger companies and those new to the merged organisation. Results revealed that group differences in both sources and effects of stress existed. Those from the dominant premerger company reported the highest stress levels and most negative work attitudes. Results were discussed in relation to previous research. It was concluded that group differences in response to largescale organisational change are prevalent and the group context of the situation should be recognised and explored by managers in change situations.
Journal Article