Decolonising and queering: Executive coaching and organisational consultancy

Promoting the Pipeline of Diverse Individuals Within Gastroenterology: Reflections From AGA FORWARD Program Scholars

Workforce diversity has become a central issue in modern public administration, particularly within civil service institutions where inclusivity, equity, and representation are vital to democratic governance. This study examines how ethical leadership practices influence the effective management of workforce diversity in the Delta State Civil Service. Ethical leadership, rooted in principles of fairness, accountability, transparency, and respect, plays a crucial role in fostering an inclusive organizational culture where employees from diverse backgrounds feel valued and motivated. The research investigates the extent to which ethical leadership shapes key organizational processes, including recruitment, team dynamics, conflict resolution, and decision-making, ensuring equitable opportunities for all employees. Using a mixed-methods approach, the study combines qualitative interviews and quantitative surveys to gather data from civil servants across various ministries and departments in Delta State. The findings highlight that ethical leadership significantly reduces workplace bias, enhances employee morale, and improves overall organizational performance by creating a sense of belonging among staff. Additionally, the study identifies challenges such as resistance to change and institutional barriers that hinder diversity management. The study concludes with practical recommendations for policy reforms, including the implementation of mandatory diversity training, transparent promotion criteria, and leadership development programs to strengthen ethical standards in the Delta State public sector. These measures are essential for fostering a more inclusive, productive, and representative civil service that aligns with global best practices in public administration

This symposium provides an orientation for psychoanalytic clinicians to the world of psychoanalytically oriented organizational consulting, executive coaching, and related applications of psychoanalysis in the workplace. Psychologists and psychoanalysts have played a significant role in the development of organizational consulting and executive coaching, and many clinicians today express interest in transferring their skills from clinical settings to organizations and corporations. This introduction emphasizes the psychoanalytic clinical skill of ongoing reflection on relational processes and experiences, but it also recognizes that consulting requires additional and highly specific knowledge, skill, talent, and training.

This paper presents the impact of team size and dynamics on agile estimation accuracy and strategies for improving estimation in diversified teams. We employed a mixed-method approach with online surveys, interviews, and case studies. The data received and analyzed in this research came from 150 agile teams representing different industries. Our results show that strong interdependency exists between team size and the dispersion of estimations. The best estimation accuracy was when the team had 5-9 members. Team dynamics, particularly cohesion and psychological safety, emerged as important in the estimation outcome. Based on these insights, we propose a framework for improving estimation practice within agile teams, including tailoring and continuous improvement.

The aim of this paper is to provide a model for how elements of group relations and organization development perspectives can be combined in a successful organizational consultancy and to demonstrate through a case analysis what blending the two can look like in practice. The further aim of this paper is to provide readers—group therapists in particular—with an increased understanding of how to use therapeutic skills and theories in organizational consultation. The case study is provided to illustrate actual interventions and depict the use of self-as-instrument as one tool available to organizational change consultants. Throughout the paper, ideas are offered on how to engage organizational clients to work with what is irrational and unconscious as well as what is rational and conscious.

Goals, organizational change, advocacy, diversity literacy, and sustainability: A checklist for diversity in cardiothoracic surgery training programs

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This study explores the impact of team dynamics on organisational performance in selected Public Sector Undertakings (PSUs) in India. This study used a structured questionnaire to collect data from 357 executives working in Maharatna, Navratna, Miniratna and other scheduled PSUs. Using the Structural Equation Model (SEM) [mediation], this study sought to study the relationship between team dynamics and organisational performance while incorporating the mediating role of team effectiveness in the process. The results show that while team dynamics are critical in enhancing team effectiveness, team dynamics do not necessarily improve the organisation’s performance. However, when moderated through team effectiveness, the influence of team dynamics on organisational performance becomes significant, presenting a complete mediation effect. This study explains the importance of team effectiveness in translating positive team dynamics into enhanced organisational performance. The study also provides insights into developing strategies for PSUs to promote productivity, innovation, and adaptability in a fast-paced business environment

This study assessed workforce diversity and its effect on organizational culture at the Ministry of Foreign Affairs and International Co-operation in Lusaka. The specific objectives were: to identify the existing workforce diversity traits at the Ministry of Foreign Affairs and International Co-operation in Lusaka; to determine the relationship between workforce diversity and organizational culture practices in Lusaka, and to examine the effect of workforce diversity on organisational culture in public institutions through the Ministry of Foreign Affairs and International Co-operation in Lusaka. Employing a mixed-method design, the research involved a sample of 50 respondents for a quantitative aspect while saturation method was for a qualitative design. Questionnaires were used for quantitative data while interviews were used for qualitative data. Purposive and random sampling techniques were used as sampling techniques. Quantitative data were analyzed using descriptive statistics, and qualitative responses were thematically analyzed to capture comprehensive insights. The findings reveal that the ministry’s workforce is diverse in terms of gender, age, educational qualifications, and management levels. Quantitative results indicate that 70% of respondents are male, with the predominant age group being 41-50- years (40%), and 44% of the staff holding a graduate degree. Qualitative feedback further indicates that this diversity contributes positively to creativity, innovation and problem-solving within the organization. However, some challenges were identified, including communication gaps and inconsistencies in managing diverse teams, which could hinder the full potential of a diverse workforce in terms of performance and productivity. The study concludes that (1) the ministry exhibits significant workforce diversity that requires systematic monitoring;(2) there is a positive relationship between workforce diversity and effective organizational culture practices; and (3) well-managed diversity enhances overall organizational performance. Based on these conclusions, it is recommended that the ministry establishes a centralized system for monitoring diversity metrics, implement regular diversity training and team-building initiatives to foster inclusivity, and develop robust diversity management policies to ensure equitable treatment and leverage diverse perspectives.

This study explores the influence of social identity and team dynamics on the mental health help-seeking behaviors of collegiate athletes. The research aims to understand how factors such as gender, ethnicity, and social status shape athletes' attitudes and actions regarding mental health assistance. Method: Using a mixed-method approach that included focus group discussions (FGDs) and in-depth interviews, data were collected from 30 athletes representing various sports disciplines, ensuring balanced representation in terms of gender, ethnicity, and social status.Result: Thematic analysis revealed significant themes: male athletes faced substantial stigma in seeking mental health assistance, viewing it as a sign of weakness, while female athletes were more open and supported by a culture of emotional expression. Minority athletes encountered additional barriers due to cultural stigma and a lack of culturally competent services, whereas majority athletes had better access to mental health resources. High-status athletes experienced pressure to maintain their image, leading to reluctance in seeking help, while low-status athletes faced challenges in accessing resources despite their willingness to seek help. Positive team dynamics, characterized by support and open communication, facilitated help-seeking behavior, while negative dynamics, such as bullying and lack of trust, created barriers. Conclusion: The study highlights the need for targeted interventions that address specific needs based on gender, ethnicity, and social status, promote mental health literacy, and foster supportive team environments. Future research should focus on the long-term effects of stigma-reduction interventions, culturally tailored mental health services, and the impact of team dynamics over time. These findings provide valuable insights for developing effective mental health support systems for collegiate athletes. Keywords: Cultural Competency, Ethnicity, Health Literacy, Social Identification, Athletes, Bullying

The purpose of this study was to explore and identify the frequency and manner in which art therapists are currently working as organizational consultants with individuals in a corporate environment. An online mixed-methods descriptive survey was developed to gather information from 14 English-speaking art therapists in 3 countries. In addition, a total of 3 respondents in 2 countries participated in a follow-up interview. The lack of published research in this area supported the need for further investigation into current practices by art therapists. Survey and interview respondents reported providing art therapy informed organizational consulting services for clients including workshops, corporate trainings, research, program evaluation, executive coaching, and reflective practice sessions. In addition respondents reported that the goals and objectives of the services they provided were related to areas such as promoting well-being; increasing support within communities; combating compassion fatigue; decreasing the effects of burnout syndrome and occupational stress; identifying individual and group strengths; improving interpersonal relationships, self-care, self-awareness, self-efficacy, communication, and ethical decision making; program evaluation; analysis of arts based data; and professional development. These results suggest that art therapy informed organizational consulting is a promising area of specialization especially because art therapist's clinical skills, including their training in art therapy theory, processes, and techniques, are translational to their work as consultants.

This chapter talks about Organizational Role Analysis has been adapted by many practitioners of systems-psychodynamics-based who variously refer to their work with individuals as organizational consultancy or simply role consultancy, and more lately—largely for marketing purposes—as executive coaching. For some coaches, particularly those using GROW or a person-centred approach, non-directiveness was absolute. The 1980s saw the introduction of the term in the UK through a small band of people including John Whitmore, Graham Alexander, and their associates, who started as sports coaches using the Inner Game approach invented by Timothy Gallwey in the USA. Therapists in private practice are increasingly interested in providing coaching, in part driven by the need to find alternative ways of deploying their skills as long-term therapy wanes in popularity. The coaching industry could perhaps usefully learn from the field of psychotherapy and take the first steps to self-regulation, the development of accredited training, and recognized professional standards.

Coaching supervision is an emerging and at the same time a contentious development intervention to improve coaching practices (Grant AM, Int J Evid Based Coach Mentor 10(2):17–33, 2012). While professional supervision is strongly recommended by coaching bodies and coaching organizations (Standards Australia, SAI Global Limited under licence from Standards Australia Limited, Sydney, 2010), its rate of development and uptake varies considerably across the world with potentially more coaching supervisors trained in UK and Germany than the rest of the world combined (Hawkins P, Smith N, Coaching, mentoring, and organisational consultancy: Supervision, skills and development. McGraw-Hill Education, Maidenhead, 2013). Given an increasing awareness regarding the role of supervision in professional development and in enhancing standards of practice (Lawrence P, White A, Coach Int J Theory Res Pract 7(1):39–55. doi: 10.1080/17521882.2013.878370, 2014; Passmore J, Supervision in coaching: Supervision, ethics, and continuous professional development. Kogan Page, London, 2011), very little attention has been paid in the published literature to the need for specific training, anchored in theoretically-grounded and evidence-based programmes (Grant Am, Int J Evid Based Coach Mentor, 10(2):17–33, 2012). As scientist/practitioners it is therefore imperative to firstly understand the broader landscape in which coaching supervision training will take place. From a systems perspective the landscape includes all the different components which need to be considered in designing a coaching supervision training programme. In the light of this, the aim of this chapter is to present a coaching supervision framework based on a systemic approach to supervision, according to which the training and development of potential supervisors can be structured. A systemic perspective highlights the multitude of components that shape the supervision process. The chapter further aims to stimulate discussion regarding the critical building blocks included in the framework from a multicultural perspective and a number of design questions are therefore posed at the end of each section. These questions also represent areas for future research in coaching supervision. The framework emerged from a conceptual analysis of current practices, scholarly research and the collective experience of the authors as leadership and executive coaches who also provide supervision.

Contents: Series Foreword. Preface. Introduction. Part I: Cognitive Processes of Creative Thinking. S.M. Smith, D.R. Gerkens, J.J. Shah, N. Vargas-Hernandez, Empirical Studies of Creative Cognition in Idea Generation. E.L. Santanen, Opening the Black Box of Creativity: Causal Effects in Creative Solution Generation. J. Goldenberg, D. Nir, E. Maoz, Structuring Creativity: Creative Templates in Negotiation. Part II: Team and Group Dynamics of Brainstorming. P.B. Paulus, T. Nakui, V.L. Putman, Group Brainstorming and Teamwork: Some Rules for the Road to Innovation. H-S. Choi, L.L. Thompson, Membership Change in Groups: Implications for Group Creativity. A.C. Edmondson, J.P. Mogelof, Explaining Psychological Safety in Innovation Teams: Organizational Culture, Team Dynamics, or Personality? M.A. West, C.A. Sacramento, D. Fay, Creativity and Innovation Implementation in Work Groups: The Paradoxical Role of Demands. B.A. Nijstad, E.F. Rietzschel, W. Stroebe, Four Principles of Group Creativity. Part III: Organizational Influences of Creativity and Innovation. D. Ancona, H. Bresman, Begging, Borrowing, and Building on Ideas From the Outside to Create Pulsed Innovation Inside Teams. A.B. Hargadon, Bridging Old Worlds and Building New Ones: Towards a Microsociology of Creativity. C.M. Ford, Creative Associations and Entrepreneurial Opportunities.

Managers often lack the skills and confidence to deal with issues of everyday management such as poor attendance, failure to meet agreed deadlines or to reach required standards of work when these issues involve a racial dimension, or staff respond with counter complaints of harassment due to their sexuality or accusations of insensitivity to their disability.This is a case study of how a large complex social care organisation went about designing and implementing a leadership development programme to equip managers with the skills and confidence necessary to effectively lead a diverse workforce. The case study shows how Lancashire County Council has used executive coaching, management learning sets and mentoring, linked with equality and diversity training and exploiting the potential of the intranet to deliver a co‐ordinated management leadership development programme. The success of this approach has implications for all organisations that have a diverse workforce.