Using Leadership Competencies as a Framework for Career Readiness.

This chapter provides an overview of how a leadership competency approach grounded in emotional and social intelligence can help educators promote career readiness for students. Strategies and approaches for building leadership competencies will be reviewed.

Advancing Health Promotion in Dentistry: Articulating an Integrative Approach to Coaching Oral Health Behavior Change in the Dental Setting.

Oral health is managed based on objective measures such as the presence and severity of dental caries and periodontal disease. In recent years, oral health researchers and practitioners have shown increasing interest in a widened array of physical, psychological, and social factors found to influence patients' oral health. In this article, we introduce a behavior change coaching approach that can be used to enhance psychosocial diagnosis and client-centered delivery of health-promoting interventions. Briefly, this health coaching approach is based on an interactive assessment (both physical and psychological), a non-judgmental exploration of patients' knowledge, attitudes, and beliefs, a mapping of patient behaviors that may contribute to disease progression, gauging patient motivation, and tailoring health communication to encourage health-promoting behavior change. Developed in a clinical setting, this coaching model is supported by interdisciplinary theory, research, and practice on health behavior change. We suggest that, with supervision, this coaching process may be learned.

Coaching to vision versus coaching to improvement needs: a preliminary investigation on the differential impacts of fostering positive and negative emotion during real time executive coaching sessions.

Drawing on intentional change theory (ICT; Boyatzis, 2006), this study examined the differential impact of inducing coaching recipients' vision/positive emotion versus improvement needs/negative emotion during real time executive coaching sessions. A core aim of the study was to empirically test two central ICT propositions on the effects of using the coached person's Positive Emotional Attractor (vision/PEA) versus Negative Emotional Attractor (improvement needs/NEA) as the anchoring framework of a onetime, one-on-one coaching session on appraisal of 360° feedback and discussion of possible change goals. Eighteen coaching recipients were randomly assigned to two coaching conditions, the coaching to vision/PEA condition and the coaching to improvement needs/NEA condition. Two main hypotheses were tested. Hypothesis1 predicted that participants in the vision/PEA condition would show higher levels of expressed positive emotion during appraisal of 360° feedback results and discussion of change goals than recipients in the improvement needs/NEA condition. Hypothesis2 predicted that vision/PEA participants would show lower levels of stress immediately after the coaching session than improvement needs/NEA participants. Findings showed that coaching to vision/the PEA fostered significantly lower levels of expressed negative emotion and anger during appraisal of 360° feedback results as compared to coaching to improvements needs/the NEA. Vision-focused coaching also fostered significantly greater exploration of personal passions and future desires, and more positive engagement during 360° feedback appraisal. No significant differences between the two conditions were found in emotional processing during discussion of change goals or levels of stress immediately after the coaching session. Current findings suggest that vision/PEA arousal versus improvement needs/NEA arousal impact the coaching process in quite different ways; that the coach's initial framing of the session predominantly in the PEA (or, alternatively, predominantly in the NEA) fosters emotional processing that is driven by this initial framing; and that both the PEA (and associated positive emotions) and NEA (and associated negative emotions) play an important and recurrent role in shaping the change process. Further study on these outcomes will enable researchers to shed more light on the differential impact of the PEA versus NEA on intentional change, and how to leverage the benefits of both emotional attractors. Findings also suggest that coaches can benefit from better understanding the importance of tapping intrinsic motivation and personal passions through coaching to vision/the PEA. Coaches additionally may benefit from better understanding how to leverage the long-term advantages, and restorative benefits, of positive emotions during coaching engagements. The findings also highlight coaches' need to appreciate the impact of timing effects on coaching intentional change, and how coaches can play a critical role in calibrating the pace and focus of work on intentional change. Early arousal of the coachee's PEA, accompanied by recurrent PEA-NEA induction, may help coachees be/become more creative, optimistic, and resilient during a given change process. Overall, primary focus on vision/PEA and secondary focus on improvement needs/NEA may better equip coaches and coaching recipients to work together on building robust learning, development, and change. Keywords-133pt executive coaching, vision, improvement needs, positive emotion, negative emotion, emotional appraisal, intentional change, positive psychology.