Keynote - Friend, Fad or Foe?

Session: Keynote - Friend, Fad or Foe?
Coaching’s role in Organisational Development
Speaker: Dr Sally A Worth
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Executive & Leadership coaching
Boundaries
A Profession?
Cost or an Investment?
Sector perspectives
Leadership capacity of women and ‘quotas’
Findings from my research
What of the future?
Three Levels of Activity:
• Behaviour Change
• Self-Image
• Purpose and Meaning
Four Dilemmas:
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Long or Short term
Edict or Empowerment
Getting ahead or getting along
Kind or Callous
Features of a Profession:
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Qualifications
Ethics
Membership
Regulation
Common Body
References:
Argyris, C., Schön, D. (1978) Organizational Learning. Reading, MA: AddisonWesley
Bagilhole, B. (2000). ‘Too Little Too Late? An Assessment of National
Initiatives for Women Academics in the British University System’, Higher
Education in Europe, 25 (2) pp.139-145.
Bagilhole, B. (2002). ‘Challenging Equal Opportunities: Changing and
adapting male hegemony in academia’, British Journal of Sociology of
Education, 23 (1) pp.19-33.
Berglas, S. (2002). The very real dangers of executive coaching. Harvard
Business Review, June.
References (Continued)
Clance, P.R., Imes, S.A. (1978). ‘The impostor phenomenon in high achieving
women: dynamics and therapeutic intervention’, Psychotherapy: Theory,
Research and Practice, 15, pp. 241-247.
Clance, P.R., O’Toole, M.A. (1988). ‘The impostor phenomenon: An internal
barrier to empowerment and achievement’, Women and Therapy, 6 (3) pp. 5164.
Clark, H., Chandler, J., Barry, J. (2000). ‘Gender and managerialism in the
organisation of UK university life’. In: P. Fogelberg, J. Hearn, L. Husu and T.
Mankkinen (Eds.), Hard Work in the Academy: Research Interventions on
Gender Inequalities in Higher Education (pp.42-63), Helsinki: Helsinki
University Press.
References (Continued)
Cozzarelli, C., Major, B. (1990). ‘Exploring the validity of the impostor
phenomenon’, Journal of Social and Clinical Psychology, 9 pp. 401-417.
Cox, E., McClaughlin, M. (2015) To be published
Davies, E.M. (2011). ‘Women on Boards’, Manchester: Equality and Human
Rights Commission.
Deem, R. (2003). ‘Gender, organizational cultures and the practices of
manager-academics in UK universities’, Gender Work and Organization, 10 (2)
pp.239-259.
Deem, R. (2007). ‘Managing a meritocracy or an equitable organisation?
Senior managers’ and employees’ views about equal opportunities policies in
UK universities’, Journal of Education Policy, 22 (6) pp. 615-636.
References – continued
Fried-Buchalter, S. (1997). ‘Fear of Success, Fear of Failure and the Impostor
Phenomenon among Male and Female Marketing Managers’, Sex Roles, 37
(11/12) pp. 847-859.
Gediman, H.K. (1985). ‘Imposture, Inauthenticity and Feeling Fraudulent’,
Journal of the American Psychoanalytic Association, 33 (4) pp. 278-282.
Grant, A.M., Cavanagh, M.J. (2007). ‘Evidence-based coaching: Flourishing
or languishing?’ Australian Psychologist, 42 (4) pp. 239-254.
Hansard Society Commission Report. (1990). ‘Women at the Top’, London:
Hansard Society for Parliamentary Government.
Leitch Review of Skills (2006). Prosperity for all in the global economy –
world class skills, London: HM Treasury.
References (Continued)
Navin, A. (2015) Investigating the experiences of female coaches in the UK
high performance system
Peltier, B. (2001). The Psychology of Executive Coaching, Theory and
Application, New York: Routledge.
Saunderson, W. (2002). ‘Women, academia and identity: constructions of
equal opportunities in the new managerialism – a case of lipstick on the
gorilla?’ Higher Education Quarterly, 56 (4) pp. 376-406.
Spence, G.B. (2007). ‘Further development of evidence-based coaching:
lessons from the rise and fall of the human potential movement’, Australian
Psychologist, 42 (4) pp. 255-265.
References (continued)
Stokes, J., Jolly, R. (2010). Executive and Leadership Coaching. In: E. Cox,
T. Bachkirova and D. Clutterbuck (Eds.), The Complete Handbook of Coaching
(pp.245-256), London: Sage.
Topping, M.E.H., Kimmel, E.B. (1985). ‘The impostor phenomenon: Feeling
phoney’, Academic Psychology Bulletin, 7, pp. 213-227.
Watkins, M. (2003). The first 90 days. Boston, MA: Harvard Business School
Press
Worth, S. (2012) An exploration of coaching women towards authenticity in the
workplace: a heuristic study with women in academia. PhD thesis. Oxford
Brookes University. Available at: http://www.brookes.ac.uk/go/radar
Zaleznik, A. (1992). Managers and Leaders: Are they different? Harvard
Business Review, March-April.
Grateful thanks to my colleagues Dr Colleen Harding, Dr Janice Cook, Dr Paula
De Valle, Dr Joan Reid and Glenn Wallis for their thoughts

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