• Solution-Focused Individual Coaching
• Executive Coaching
• Team Coaching
Positive psychology has various applications in coaching. Some of these include recognizing personal resources; creating a space for skill development beyond the usual professional roles; improving self-confidence by directing the client's perspective towards the discovery and strengthening of their abilities; and taking ownership of their own career development (D'Antonio, 2018).
Positive psychology and coaching share the common goal of improving human potential and well-being in all social fields, including the workplace. This partnership, which progresses by clarifying the client's goals, identifying priorities, raising awareness and analyzing strengths, continues with the implementation of some permanent changes in business and social life.
It is a process that can be effectively utilized by employees as well as managers with team management responsibilities. Within the framework of ethical working principles, coaches are responsible for creating an environment where confidentiality is guaranteed, where they can approach the client with respect and without prejudice, and at the same time make the client feel safe.
Studies show that coaching increases psychological resilience and workplace well-being, improves professional relationships, and increases productivity at work (Jones et al., 2016).
Improvement is observed in motivational areas such as self-efficacy and workplace satisfaction, as well as in personal areas such as competence, skills and problem solving.
Team coaching is one of the relatively new application areas of coaching that can achieve results such as increasing inter-group communication, facilitating the achievement of group goals, and strengthening group cohesion in permanent teams or temporary project teams working together.
Group coaching can increase the awareness of clients and encourage them to take action and change by providing new perspectives (Nacif, 2021).
Today, 9% of coaching studies are team coaching, but the acceleration of literature studies in this field increases the demand for team coaching in the corporate field (Widdowson et al., 2020). It is especially preferred for creating time and cost-effective solutions in the corporate field (Thornton, 2016).
Wellbeing Training:
The training, which is given in the perspective of popular and accepted Psychological Wellbeing theories published by positive psychology researchers, aims to increase awareness, gain insight into individuals' personal lives, and gain motivation to make and implement their own personal plans to increase their psychological wellbeing.
This training sheds light on how the "good life" in general and areas such as happiness, life satisfaction, success, meaning, social relationships are conceptualized in psychology.
Psychological Capital Training (PsyCap):
One of the research subjects of positive psychology is to investigate ways to improve employee well-being by developing employees' psychological resources. According to research, there is a significant positive correlation between psychological capital and job satisfaction, psychological well-being, organizational commitment and performance (Avey et al., 2011).
PsyCap consists of psychological resources such as resilience, efficacy, hope, optimism and these four psychological resources also form a higher-level construct (Luthans, 2002; Luthans et al., 2007; Luthans & Youssef, 2007). In this training a short-term training model is used that the effectiveness of which has been proven by various scientific publications.
Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152.
D’Antonio, A. C. (2018). Coaching psychology and positive psychology in work and organizational psychology. Psychologist-Manager Journal, 21(2), 130–150.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational & Organizational Psychology, 89(2), 249–277.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23(6), 695–706.
Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive Psychological Capital: Measurement and relationship with perfromance and satisfaction. Personnel Psychology, 60(3), 541–572.
Luthans, F., & Youssef, C. M. (2007). Emerging Positive Organizational Behavior. Journal of Management, 33(3), 321–349.
Nacif, A. P. (2021). BeWell: a group coaching model to foster the wellbeing of individuals. International Journal of Evidence Based Coaching and Mentoring, S15, 171–186.
Shedler, J. (2006). That was then, this is now. An Introduction to Contemporary Psychodynamic Therapy.[Viitattu 23.10. 2013].
Thornton, C. (2016). Group and team coaching : the secret life of groups (Second edi). Routledge.
Widdowson, L., Rochester, L., Barbour, P. J., & Hullinger, A. M. (2020). Bridging the Team Coaching Competency Gap: A review of the literature. International Journal of Evidence Based Coaching & Mentoring, 18(2).
