Hair Follicle Cloning - A Summary of the Recent Literature as Related to the Treatment of Hair Loss

There are many limitations to cosmetic, medical and surgical treatment methods currently in use for hair loss. Newer treatment methods will eventually emerge, which potentially have the ability to "cure" inherited patterned baldness permanently. These methods encompass the concepts of Hair Follicle Cloning and Gene Therapy.

Hair follicles are miniature hair growing organs which evolve through growth and rest cycles. In addition to hairs being grown and then shed in these phases, the follicle itself disintegrates almost entirely by the end of the regression phase, and an almost entirely new follicle is created at the beginning of the next growth phase. This presents a unique opportunity for applying advanced molecular biological and medical techniques resulting in cloning and gene therapy.

Cell Biology and Genetics

Cells are the basic unit of all living organisms. The hair follicle is a miniature organ in which there are several different types of cells working together to grow a hair. Inside of every cell there is a NUCLEUS that contains CHROMOSOMES composed of DNA, the genetic material of the cell. Genes are sections of DNA that contain the code for particular types of proteins. Proteins, in turn, determine actual characteristics such as hair color, eye color, baldness, etc.

Each cell in a multi-cellular organism contains in its chromosomes a COMPLETE DNA BLUEPRINT of all of the genes for the proteins for the entire organism. Unlocking this DNA information in mature specialized cells is an important aspect of some cloning techniques.

Cell Replication

In a rapidly growing embryo, cells replicate by splitting in half and then growing to full size again. This process is called cell MITOSIS. Each half of a cell that splits contains a complete and exact set of the organism's DNA. As the embryo grows into a more fully functional organism, its cells begin to take on more specialized characteristics and begin to divide less. As cells become more specialized, cell replication shifts to more specialized cells called STEM CELLS. As specialized cells wear out over time they must be replaced from this pool of stem cells, which can create many different types of specialized cells.

CLONING

The background of cellular biology as presented above forms the scientific basis for cloning. Cloning is defined as the creation of an EXACT GENETIC REPLICA BY ASEXUAL MEANS. The use of fetal or embryonic tissue is an integral part of this technology. Scientists CLONE a gene, a cell or an entire organism.

Cloning as defined above must be distinguished from TISSUE ENGINEERING or CELL THERAPY. Tissue engineering involves culturing cells in vitro and re-implanting them. An example of such a tissue that could potentially be cultured and implanted is Hair Follicles. Tissues such as hair follicles are not referred to as clones.

In an imperfect world however, the following terms have become interchangeable: Hair Follicle Cloning, Follicular Cell Implantation, Follicular Neo-genesis, Follicular Regeneration and Hair Multiplication. According to scientific protocol however, the first term, cloning, should be excluded from the list, as it is tissue engineering that forms the basis for the technique described herein.

Why then, is research proceeding along these lines? What is the driving force and/or rationale for tissue engineering or cloning? First, there is the promise of UNLIMITED DONOR HAIR. There have been countless times that a patient has been deemed not a suitable candidate for surgical hair restoration due to the sparseness and quality of the donor hair. This would never occur in light of unlimited donor. A second driving force would be the LACK OF A DONOR SCAR. This would please many patients and physicians alike. The CREATION OF GREATER DENSITY and a more EASILY TOLERATED PROCEDURE also make the concept of cloning attractive to clinicians.

THE CONCEPT

Theoretically, the concept of tissue engineering would involve harvesting a small sample of hair follicles from the same donor region used in hair transplantation. The follicle inducing cells in the hair follicle would be isolated and subsequently caused to multiply using a cell culture. The newly multiplied cells would then be re-implanted into the recipient area of the scalp so that new follicles are created. Because of the cell division that occurs while culturing, countless new cells are created that when implanted, result in hundreds of NEW HAIR FOLLICLES.

BACKGROUND

The basis for Follicular Cell Implantation (FCI) began in the fundamental investigation of normal hair growth. Hair growth results from a DYNAMIC INTERACTION of epidermal and dermal components. This DERMAL-EPIDERMAL INTERACTION is what determines follicular development in the fetus, as well as normal hair shaft production during anagen.

Colin Jahoda showed the validity of this interaction by taking cells of the rat whisker dermal papilla, growing these cells in culture and implanting the cultured cells into incisional skin wounds of the rat. The implanted cells induced hair growth by interacting with native epithelial cells to re-create hair follicles and produce a hair shaft. This is similar to what happens during FETAL DEVELOPMENT of the hair follicle and the normal ANAGEN PHASE of the growth cycle. Several investigators, including Jahoda, Cooley and Vogel, Unger, and the Aderans Research Institute have replicated this work in humans. The problem is that nothing has appeared in the way of detailed studies to describe the actual TECHNIQUES used in these human studies. Because of the inherent commercial value of successful research, the importance of protecting intellectual property has overshadowed the impetus to publish.

APPLICATIONS

Using TISSUE ENGINEERED cells to treat hair loss is conceptually quite simple, but many complexities and challenges obscure this application. Research efforts span over twenty years yet the results have been inconsistent at best. This points to various OBSTACLES that have yet to be overcome. A sampling of the major concerns are as follows:

(1) Autologous vs Allogenic Tissue: Must the tissue used be that from the individual who will undergo the procedure or can tissue from another individual be used to create engineered follicles? Some portions of the hair follicle seem to be immunologically "privileged", but whether allogenic tissue will work is unknown at this time.

(2) Which follicular cells must be cultured and implanted? There is controversy regarding the type of cell to be cultured and implanted. Dermal cells, epidermal cells, stem cells and germinal epithelial cells all may have the potential to form new hair follicles when cultured, but there is no consensus on this in the research literature.

(3) The ability to maintain inductive potential is an important factor in implanting tissue engineered follicles. After several passages in culture, papilla cells lose their ability to induce hair growth when re-implanted. This could potentially be a major obstacle for the development of a treatment for hair loss.

(4) The cosmetic characteristics of the resultant cloned hair will be important. Color, orientation, curl and caliber of the hair will have to be analyzed such that a "normal" looking result is achieved.

(5) There are economic and regulatory hurdles that need to be overcome before FCI is considered a treatment for hair loss. In the United States, the US Food and Drug Administration would likely regulate implanted hair cells as "Biologic Therapy". This implies a comprehensive regulatory framework and significant legal hurdles which could potentially impede or delay FCI as therapy for hair loss.

(6) Finally, there is the question of safety. There must be an investigation into whether or not FCI could result in a tendency toward tumor formation. The question of the transmission of infectious diseases, especially if allogenic tissue is utilized, will become of overriding importance in FCI therapy.

SUMMARY

FCI has the potential to overcome many of the limitations of current surgical hair restoration, especially the finite supply of donor hair. The basic concept is sound, but reports in humans show inconsistencies and problems with reproducibility. The prospect of an unlimited donor supply will continue to influence tissue engineering based research to overcome these obstacles.

Copyright Notice

All rights to this article, including copyright, is owned

by Transitions International Group. For additional information, please contact

www.iwanthair.com

Richard P. Giannotto, MD is President and Medical Director of Hair Restoration Group, PC, in McLean, Virginia. He has studied and published widely on the subject of hair loss and hair restoration, for which he is a recognized international authority. For further information, please visit http://www.iwanthair.com

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A Review Executive Coaching Related Literature Part I

Research by Bluckert (2005), Joo (2005), and Linkage (2006) found that the executive coach flourishes in a coach-training environment, working with individual leaders to enhance their personal behavioral change against the backdrop of their company's strategy and the larger team. The literature also suggests the coaching relationship necessitates grounding in practical techniques geared toward action, along with setting forth the following parameters executive coaching should fall within: (a) utilizing proven assessment tools for insight and perspective, (b) using clear measurements to track behavioral change and its impact on performance, (c) respecting confidentiality while also connecting back to the key people around the client, and (d) imparting wisdom but insisting upon action.

Effron, Salob, & Greenslade (2005) found that companies with stronger leadership practices outperformed their industry peers in a long-term measure of both financial growth and return. One practice Effron (2005) discovered that separated the top companies from others was the use of executive coaching. Their study found that 47% of the top companies regularly assign coaches to their high potential employees. Meanwhile, just 10% of the remaining 300 firms surveyed made a similar claim. This evidence suggests that executive coaching provides a powerful tool to accelerate the performance of successful executives and in turn, the corporation.

Executive Coaching Core Competencies

Brotman (1998) offered the following core competencies based upon their collective personal experience: Approachable, comfort around top management, compassion, creativity, customer-focused, integrity and trust, intellectual horsepower, interpersonal savvy, listening, dealing with paradox, political savvy, and self-knowledge. However, Brotman et al.'s (1998) suggested competencies are based upon anecdotal evidence and not empirical research.

Given this complex matrix of core competencies, it might seem that a superior executive coach is created through proper DNA, not through training (Brotman, 1993). The hard truth, as Goldsmith and Lyons, (2006) have offered, is that every coach learns through doing. The coach often begins his or her calling due to a passionate desire to take a leadership role in a particular area of expertise or interest. This passion carries the coach through a sometimes painful growth of skills and abilities in the service of his or her calling.

Each executive coach interviewed by Linkage (2006), Effron et al. (2005), and Goldsmith (2006), spoke about a two-way dynamic in their coaching relationships, which is frequently described as teaching that flows in both directions, with the coach providing insight to the client, and vice versa. They found that superior coaches are always learning, growing, and developing key behaviors.

A coach, like a leader, can be developed if he or she possesses the passion and desire (Blackman, 2006). However, this is a personal journey more than an educational attainment. Skills are teachable and learnable, techniques may be replicated, but true understanding, and proficiency only comes from carefully honed practice in real-world situations (McClelland, 1973; Spencer & Spencer, 1993).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

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Collection Development - A Review of Some Related Literature

Some major issues in collection development

Ifidon (1990) focused attention on thirteen university libraries in developing countries and identified their purpose or mission. Books, quick service collections and peripheral materials serve the course work of under graduates. Theses and dissertations, staff publication, audio-visual items for faculty specialists serve post-graduates and researchers. Light reading materials and newspapers enhance personal self development. Special collections also exist to meet the needs of the university in which they are situated. For example, the newspaper collection at Fourah Bay College Library, University of Sierra Leone contains invaluable grey materials which could not be available elsewhere. The newspapers in this collection are collected periodically and sent to the Bindery Department for hard covers. These are eventually shelved as books in the library and the newspaper collection could be traced as far back as 1954.

Bloomfield (1988) outlined what are considered as the major issues in collection development. The six identified issues include the identification of the purpose of mission either of the library itself or its parent body, the formulation of specific library strategies and policies for implementing the collection policy statement, the division of the budget and its consequent problems, monitoring and resource sharing. It is taken for granted that these issues include the assumption that libraries do not have sufficient funds. Formally, the University of Sierra Leone (which currently comprises Fourah Bay College, College of Medicine & Allied Health Sciences and the Institute of Public Administration & Management) budgeted 6% for its libraries but the economic situation from the late 1980s onwards forced this support to be converted to collegiate funding. Unfortunately, the administration often stresses that there are many other competing demands which frustrate the level of support libraries eventually receive.

Gyeszly (1990), Harrell (1990) and Smith (1990) compared and analyzed statistically the collection growth of the Sterling and C. Evans Library, Texas A and M University. Student enrolment, faculty size, materials budget, library funds and expenditures, acquisition of monographs and serials are discussed. Libraries which are actively engaged in collection development are in a dilemma to deal with increasing material prices at a time of decreasing state-supported appropriations. Collection development policies in each department must be carefully written and reviewed to address the needs of different departments. Unfortunately, several libraries do not have well written collection development policies. A corresponding effect is the growth of some subject areas in libraries at the expense of others.

Kelly (1991) focused attention on funding patterns in academic libraries and collection budget allocation methods. It is important to use various techniques in reductions in the budget. Forecasting models and allocation formulae previously used at Laurentian University are detailed. Collection development methods and allocation formulae that work very well in times of increasing budgets should be re-examined when budgets are cut or even remain the same. The author however failed to realize that in Third World University Libraries budgets hardly remain the same. The general trend is a gradual decline which frustrates growth of these libraries.

Collection development policies

Futas (1984) examined a survey conducted of academic and public libraries policies in relation to collection development. Ten academic library collection development policies as well as several selected portions of library policies like goals and objectives, selection, collection maintenance, and intellectual freedom are outlined. Finance is and has always been an issue of concern in the policies. The initial practice of having a policy on what percentage will be spent on what type of material gives place to generalizations and formulae. One implication is that policies do not have to change every year with a new budget. The results of the survey could be safely extended to other academic libraries in the developed nations.

Cabutey-Adodoadgi (1988) focused on the development of library collections in a developing country like Ghana and attributed the poor and unbalanced collections to the inability of libraries to draw up clear cut policies. The ideal however is to evolve a collection development policy that will be based on key factors like library budget, selectivity, user needs and evaluation. Library collections of developing countries, if anything, should reflect balance. Unfortunately, the situation falls far short of the expectations.

Lundu (1989) and Lungu (1989) noted that a fundamental problem in relation to acquisition of scientific literature in Zambia is the lack of clearly-cut collection development policies. Apart from the University of Zambia library, the rest of the libraries they evaluated lack clear-cut collection development policies. The need for collection development becomes paramount if acquired materials should be planned to be relevant to needs and cost effective in relation to limited financial resources available for the book industry in developing countries.

Approval plans

Leonhardt (1990) presented approval plans as one of the most written-about, talked about, misunderstood and oversold aspect of librarianship. The sad realization is that in spite of all the discussions, professional librarians have different views in relation to their name, value and administration. Although they have an inherent value in collection building, they are not a universal remedy for collection development and budget woes. Attempts by librarians to run broad subject-based approval plans without the necessary funds also defeat their purpose. The danger is the less there is to spend, as is the case in most developing countries, the more they leave selection to the vendor.

Likeness (1990) noted that reputable place approval plans have in libraries. Among advantages outlined are option of return, limiting books received from a group of publishers from notifications rather than actual delivery, and blocking out of series or publishers already on standing order. Foreign language materials approval plans are also discussed. While some librarians may not want faculty to be involved in the approval process, many who use such plans involve them in the evaluation of approval books.

Bostic (1991) stressed the important role or gathering plans, in which library materials are supplied according to a predetermined profile and unwanted documents returned, play in the procurement of documents for the library. Advantages include availability of bigger accounts, saving of staff time, a golden opportunity to examine what should be purchased, a sharpening of the library's focus on its informational support mission, allowing existing collections to be strengthened and providing the means of collection evaluation and assessment. These notwithstanding, there are normally gaps in coverage, slow delivery, duplication of material, difficulty in claiming and loss of budget control.

Somers (1991) compared approval plan profiles of two academic libraries, University of Georgia and Tulane University. Although each had vastly different profiles and completely different reactions, they positively view the approval plan as a method of collection development. The individual library profile which determines what is to be sent is at the heart of each plan. In spite of the unique circumstances on each campus, the profile is not only defined wishes but also set expectations.

Technique of evaluating library collections

Ford (1988) noted that in spite of initial opposition to the Aikinson Report which states the time limit stock should be discarded and acquired, the grounds for opposition to some of the proposals are being whittled away. Three choices with regard to the criteria used for identifying materials to be weeded out include category, objective and judgment. Five main types of the so-called 'objective' criteria include usage, obsolescence, age, death and decay. Although most libraries undertake weeding as a result of special circumstances, some do weed systematically and others are about to embark on a systematic programme.

Jones (1988) observed that the management of stock should be clearly seen within the context of the overall management of the organization. Analysis of borrowers and their use of different categories of stock are very important in stock management.

Principles used to determine whether to retain a material include age, popularity, accuracy and relevance of information and sound professional judgment. This is not a proposal to take decision-making from librarians and to give it centrally-based specialists.

Matheson (1988) firmly believed that co-operation and resource sharing are forward steps in the face of higher publishing outputs and declining budgets for collection development. Concentrating on the background to co-operatives initiatives in collection development between major research libraries in Scotland, it is reasonable to conclude that acquisitions budgets fail to retain their purchasing power because of the lack of true co-operation among libraries.

Sizer (1988) noted that academic libraries are under tremendous pressure in demonstrating that they are providing value for money received from their parent bodies. Value for money is concerned with optimizing economy in the acquisition of resources, efficiency in their use and effectiveness in the achievement of objectives. Accountability is not only measures in financial terms. If a library develops an integrated process of planning, resource allocation, budgetary planning and control, it should aim at achieving value for money demonstrated within and outside the university.

Williams (1988) admitted that although much of a librarian's training involves selection, acquisition, storage and exploitation of resources, the ultimate stage, stock relegation, receives relatively little attention. If approached positively, the weeding of materials could lead to an enhancement of user satisfaction as well as an ultimate increase in operational efficiency and effectiveness.

A brief analysis of the Slote method which a spine-mark technique to help individuals to identify materials for weeding is followed by an examination of reasons for justifying its use as an ideal approach of weeding library collections. The above notwithstanding, it is often a very difficult task to meaningfully select potential materials for weeding particularly so when the faculty fails to co-operate with the library in identifying them.

Woodward (1988) reported on the project sponsored by the British National Bibliography Research Fund aimed at designing models to evaluate different kinds of journal provision in the light of possibilities offered by the electronic transmission of journal articles. The Loughborough research clearly showed that a complete switch to electronic article transmission would be disadvantageous to both librarian and user. In brief, overall acquisition costs would be higher, funds would become complex as electronic article provision could not be financed in advance and the library user would suffer loss of quick and easy access of material.

Osburn (1990) identified practices that either impede or are likely to impede freedom of access to information. One such is censorship. Identification is one step to problem solving. Basic principles behind collection management - value and demand, diversity and balance, conservator and innovator are identified. As selection is the heartbeat of collection development, so are criteria for selection important to collection development policies. Allocation and budget justification are plans for action which, though related to policy are separate from it. The importance of collection evaluation is therefore seen in the revision of policy and of financial planning.

Taher (1990) and Kumar (1990) analyzed an American studies collection, taking into consideration growth and use patterns and highlighted the trends and prospects in collection development and evaluation of user needs in India. Two methods, descriptive and analytical are utilized to determine whether or not a collection is balanced. Such a study of collection development and evaluation is of tremendous importance to one's understanding of existing needs to predict the future.

Tjoumas (1990) and Blake (1990) did comparative studies on collection evaluation which provided an inventory of possible techniques developed to assess library holdings. The two approaches which dominated were the impressionistic approach which is extremely subjective and the checklist method which requires a certified list of sources identifying titles essential to support an academic programme. Identifying collection evaluation techniques which are cost effective, easy to implement and accurate would provide librarians with valuable instruments to prepare both internal and external reports.

Wachel (1992) and Shreaves (1992) noted the strong alliance between acquisition and collection development to citing the Iowa libraries as examples. The re-organization at Iowa which shifted the administration of acquisitions from technical services to collection management was a very positive one since it reduced possibilities for conflict inherent in the old administrative structure. Co-operation is the watchword. The action of acquiring confirms a link with collection management and such a relationship is a potential linkage.

Summary

A role of collection development is not only to plan a stock acquisition programme but to make it relevant to immediate and future needs of the users. Born (1993) rightly observed that "a closer co-operation has developed between departments as librarians assess and evaluate library collections to ensure the current and future needs of students and scholars are met" (p.125). It is also evident that most University library collections in developing countries are under-developed as a result of the lack of clearly stated acquisition and collection development policies. The reverse is true of most university libraries in developed countries. Co-operation and resource sharing are two positive steps in the face of declining budgets.

Bibliography

Bloomfield, B.C. (1988). "Collection development: key issues". In S. Corral(ed). Collection

development: options for effective management. London: Taylor Graham. pp.3-16.

Born, K. (1993). "The role of the serials vendor in the collection assessment and evaluation process".

Journal of Library Administration. 19(2), pp.125-138.

Bostic, M.J. (1991). "Approval acquisitions and vendor relations: an overview". The Acquisitions

Librarian. 6(1), pp. 129-144.

Cabutey-Adodoadji, E. (1988). "Collection Development: a hypothetical perspective". Ghana

Library Journal. 6(1), pp.20-30.

Ford, G. (1988). "A review of relegation practice". In In S. Corral(ed). Collection development: options

for effective management. London: Taylor Graham. pp.71-81.

Futas, E. (1984). Library acquisition: policies and procedures. Arizona: Oryx Press.

Gyeszly, S.D. et al. (1990) "Collection growth and evaluation at Texas A and M University, 1978 and

1988: a comparative statistical analysis". Collection Management. 12 (3-4), pp.152-172.

Ifidon, B.I. (1990). Collection development in African university libraries: challenges and frustrations.

Indiana: African Studies Program.

Jones, J.H. (1990). "The Hertfordshire method: an approach to book stock management". In In S.

Corral(ed). Collection development: options for effective management. London: Taylor Graham.

pp.95-101.

Kelly, G.J. (1991). "Using an economic approach to improve budget forecasting techniques, collection,

allocation methods and library budgeting decisions". The Acquisitions Librarian. 5(11), pp.191-213.

Leonhardt, T.W. (1990). "Collection development outside the ARL: a newcomer's perspective".

Collection Management. 12(1-2), pp.11-14.

Likeness, C.S. (1990). "The creative use and acquisitions mechanisms in the college library. Collection

Management. 12(1-2), pp.3-10.

Lundu and Lungu, M.C. & Lungu, C.M.B. (1989). "Acquisition of scientific literature in developing

countries: Zambia". Information Development. 5(2), pp.99-107.

Matheson, A. (1988). "Co-operative approaches in Scotland". In S. Coral (ed). Collection development:

options for effective management. London: Taylor Graham. pp. 119-130.

Osburn, C.B. (1990). "Impact of collection management practices on intellectual freedom". Library

Trends. 39(1-2). pp. 168-182.

Sizer, J. (1988). "Value for money: a framework for development". In S. Coral (ed). Collection

development: options for effective management. London: Taylor Graham. pp. 132-140.

Somers, S.W. (1991). Book selection: principles and practice. London: Library Association Publishing.

Taher, M & Kumar, V.M. (1990). "Collection development and evaluation at the American Research

Centre, Hydembad". Collection Management. 12(1-2), pp. 125-146.

Tjoumas, R. & Blake, V.L.P. (1990). "Counteracting at the divergence between professional

accreditation and the evaluation of library science collections". Collection Management. 12(1-2),

pp.43-59.

Wachel, K. & Shreeves, E. (1992). "An alliance between acquisitions and collection management".

Library Acquisitions: Practice and Theory. 16(1), pp.383-389.

Williams, R. (1988). "Choosing the Slote method of weeding library collections". In S. Coral (ed).

Collection development: options for effective management. London: Taylor Graham. pp. 88-94.

Woodward, H. (1994). "The impact of electronic information on serials collection management". IFLA

Journal. 20(1), pp.35-45.

AUTHOR SIGNATURE
Oliver L.T. Harding, who obtained his GCE O & A Levels from the Sierra Leone Grammar School and the Albert Academy respectively, is currently Senior & Acting Librarian of Fourah Bay College, University of Sierra Leone. He is a part time lecturer at the Institute of Library, Information & Communication Studies (INSLICS), Fourah Bay College and the Extension Programme at the Evangelical College of Theology (T.E.C.T) at Hall Street, Brookfields; Vice President of the Sierra Leone Association of Archivists, Librarians & Information Scientists (SLAALIS); a member of the American Theological Library Association (ATLA) and an associate of the Chartered Institute of Library & Information Professionals (CILIP). His certificates, secular and sacred, include: a certificate and diploma from the Freetown Bible Training Centre; an upper second class B.A. Hons. Degree in Modern History (F.B.C.); a post-graduate diploma from the Institute of Library Studies (INSLIBS, F.B.C) a masters degree from the Institute of Library, Information & Communication Studies (INSLICS, F.B.C.) and a masters degree in Biblical Studies from West Africa Theological Seminary, affiliate of the University of Nigeria, Nsukka, where he won the prize for academic excellence as the Best Graduating Student in 2005. Oliver, a writer, musician and theologian, is married (to Francess) with two children (Olivia & Francis).

Email: oltharding@yahoo.com

Mobile: 232-2233-460-330

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A Review - Executive Coaching Related Literature Part II

This article provides an overview of "classic" and relevant executive coaching literature pertaining to the plethora of suggested methodologies and core competencies. After reading this chapter, the reader will be left with an understanding as to why confusion exists among practitioners, corporations, and researchers as to what constitutes proper core competencies.

The literature has identified the need for an agreed upon executive coaching core competency skill set (Brotman et al., 1998; Kilburg, 1996a; Wasylyshyn, 2003). Executive coaching, as a skill, is a promising competency in consultants (Kilburg, 1996a). However, the explosive growth of this consultative specialty has been somewhat random, as coaches from various disciplines and backgrounds, with myriad core competencies, identify themselves to organizations as appropriate resources to guide the development of leadership.

Over the past decade, the need for standardized core competencies for executive coaches has skyrocketed (Bluckert, 2005a; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). Declining corporate markets over the same period have required corporations to focus on the return on investment (ROI) of monies spent on training and development, especially executive coaching. This new focus on ROI makes it even more important that companies are receiving the best services from coaching providers.

Effron et al. (2005) found that the use of executive coaching separated top corporations from others. Their study found that 47% of the corporations they researched during the writing of Top 20 Companies for Leaders regularly assigned coaches to their HIPO employees. Meanwhile, just 10% of the remaining 300 firms surveyed, made a similar claim. These findings suggest that executive coaching provides a powerful tool to accelerate the performance of successful executives. Additionally, if corporations wish to be and remain in the forefront, it is imperative that executive coaching be among the developmental tools in their training arsenal.

Wasylyshyn (2003) reported that the ever-increasing demands and tempo of business life are escalating, generating a heightened call for integrity, accountability, hands-on involvement, and authentic leadership. With today's business world operating in "real-time", executives are finding it difficult, if not impossible, to ponder, review progress, or climb above their hectic environment to assess or adjust an action plan. The current business environment is worldwide, virtual, and mutually supporting. Wasylyshyn suggests that coaching can provide the executive with a means to develop strategies and to score themselves and their operation with an outside party. In many cases, executive coaching has proved to be on the short list of techniques used for executives to obtain truthful feedback, direction, and the professional uplift they require to plan for the future (Bacon & Spear, 2003; Kampa-Kokesh & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Wasylyshyn, 2003).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com.

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Acquisition of Library Materials, a Review of Some Related Literature

Universal availability of publications

Kemp (1990) lamentably noted that insufficient attention has been given by private organizations, governments or bilateral and international development agencies to the proposal of making document provision a priority in poor countries. Raising the awareness of the importance of reading in particular is very important if they are to assign adequate resources to this vital area of activity.

Line (1990) observed that the battle for availability of publications which has just begun in some countries will hardly be over in this age of information explosion. The concepts of universal availability of publications and universal bibliographic control are attributed to the International Federation of Library Associations and Institutions which were part of the core programme. By comparison with the less developed parts of the world, the developed countries like Britain have a near perfect situation.

In Sierra Leone, the picture is a gloomy one. This could be attributed to the absence of union catalogues and the lack of enforcement of the legal deposit legislation. In its literal sense, the aim of the universal availability of publications is very difficult to achieve as students and researchers fail to obtain books, journals or research reports within the time necessary.

Read (1990) re-echoed the fact that many developing countries are under-supplied with textbooks and other reading materials. In order to buttress this assertion, he cited the situation in Zaire, Madagascar and China. He believed the advent of aid-funded text book projects has ameliorated the situation in developing countries. He took a very positive stand based on studies which showed significant increase in availability.

Universal bibliographic control

Ochola (1984) noted that universal bibliographic control is an aspect of development. A major problem identified was the mission of bibliographic compilation from the priorities drawn up by the colonial administration in Kenya. The Kenya National Bibliography could therefore be seen as a creation and it is in an embryonic stage.

Kwei (1988) gave a more specific treatment when he cited the situation in a developing country like Ghana where a lot of constraints are encountered in the attempt to provide excellent bibliographic services. Among problems identified are the lack of money, shortage of professional librarians, and union catalogues, government and public apathy to bibliographical work, lack of transportation facilities and the developing stage of publishing, printing and the book trade. All is not lost. In order to improve the situation, the bibliographic agency could form part of the national bibliography. Ghanaians must be current and should not be left behind in the forward march to take information to those who need it.

Otike (1989) clearly supported the value of currency of information if bibliographic data is to be fully effective. Any national bibliography which is in arrears cannot hope to meet this challenge. Among problems identified in Kenya are the current state of publishing, enforcement of the legal deposit legislation and the production of the Kenya National Bibliography. These problems can only be solved by the co-operative efforts of information workers, publishers, printers and above all, decision-makers.

Intner (1990) argued that a sound information environment must be created. It is clear that good bibliographic instruction will be advantageous to library users who will be encouraged to see libraries firstly as related to their needs and secondly turn to librarians for advice which will ultimately enrich the library profession. It is against such a background that the librarian in an academic institution should acquire materials for the ultimate development of his collection.

Mahoney (1990), recognizing the importance of availability of information as an essential basis for development stressed the importance of providing national bibliographies especially in developing countries. She argues that up-to-date issues of a national bibliography provide among other things, model records, a selection tool and cultural state of the nation to the country concerned and the world at large. In reality however, coverage of a nation's print is an impossibility in almost all developing countries.

Wilson (1993) warned that people need current information. In other words, maintaining currency is an occupational requirement of librarians and, by extension, all other information professionals. The national bibliography of a developing country should therefore be current in order to be an essential bibliographic tool.

The importance of users

Brindley (1988) identified the needs of users as the primary basis on which to provide or acquire documents and render services. The selection of document, she stresses , must be related to the current needs of users. In other words, the libraries need as a starting point to relate acquisition policies to the importance of meeting current user needs.

Cabutey-Adodoadji's (1988) current perception of collection development is towards user needs. The key environmental factor for collection development is the very high level of the expectation of the public. This reinforces the importance of the needs of potential users. It must be noted that university libraries must make a conscious attempt to meet the research interests of their clientele which include students (undergraduate and postgraduate) and members of the academic staff. Paradoxically, budgets fall, even in some western universities, far short of what would be necessary to cater for the totality of such needs. Research students and their supervisors must be realistic about what they really need to know.

Ifidon (1994), in discussing the role of acquisition in the African University Library, clearly outlined the importance of the different categories of users. Materials must therefore be provided to meet the academic needs of undergraduate and post-graduate students and lecturers if the university library is to fulfill its dynamic mission.

Spiller (1991) observed that the principle of books and, by extension, document provision is invariably concerned with service to a particular set of people or users. The needs of the various users must provide the basis for acquisition. The librarian is thus faced with the daunting task of identifying the needs of the different sets of users.

Debate between librarian and faculty on the selection of library materials

Avafia (1985) noted that in practice responsibility for selection of library materials varies from one university to the other. The librarians at the University of Alexandria have no say in what is acquired for the different faculty libraries and it seems as if the academic staff on the other hand are not very enthusiastic about the selection of books for the central library. Selection of periodicals is done after discussions in faculty meetings. He asserted, after interviewing many university librarians that it is the joint responsibility of librarians and faculty to select materials for the library.

Martula-Millson (1985) commenting on this acrimonious debate studied circulation patterns in the college setting. It is concluded that for history books, faculty and librarians are equally effective as selectors. This conclusion should however not be generalized because it was based on a specific topic.

Sellen (1985) was a bit diplomatic in her presentation of the debate. She clearly examined the works, first of writers who found that librarians selected a greater number of titles that were used and secondly, those who noted that faculty selected more titles that were eventually used. Others noted that there was really no significant difference in the books selected either by faculty or librarians that were eventually used. She ended up not taking sides in the debate.

Schreiner-Robles' (1988) research on the selection and acquisition of library materials in medium-sized academic libraries in the United States should not be generalized. In her estimation, the academic libraries little more than rely on faculty requests for materials in foreign languages. Faculty members thus play a very important role in recommending titles to be purchased.

Vidor (1988) and Futas (1988) extended the investigation when they based their studies on the effectiveness of circulation of library materials. They ended up taking a neutral stand. In their conclusion, they noted that they could not state with any reasonable degree of precision that librarians are appreciably more effective or efficient than their counterparts in the building of a sound library collection in the university.

Ali (1989) presented the background to the development of science and technology in six countries of the Gulf Co-operation Council, namely, Buhrain, Kuwait, Oman, Qutar, Saudi Arabia and the United Arab Emirates. The problems faced are two-fold, vendors and geographical distance. It is noted that the distance between the vendors and librarians is a major problem and the author suggest that western publishers should publish Middle East editions of their publications as is sometimes done in India, Hong Kong and elsewhere.

Haider's (1989) presentation of the situation of book selection in the university libraries in Pakistan was a radical departure from the view of others who either sat on the fence or presented a double case. The responsibility for selection, he maintained, rested squarely with the chairmen of the teaching departments. They are the final authorities in relation to selection and recommends titles for their respective subjects.

Hannaford (1990) opined that a good deal of research needs to be done on the debate between the librarian and faculty with regards to book selection. It is fashionable, the author maintains, to malign faculty selection of library materials. Even though he initially presented librarians to be better selectors, he ended up being suspicious of his preconceived notion. He argues that to claim that the former are better selectors will be based more on emotion rather than on evidence.

Strauch (1990) argued that only one side is right in the debate as to why librarians or faculty are better selectors. Librarian selection versus faculty selection, the writer believes, is an old debate which must come to an end. Librarians must be responsible for selection simply because it is they who are responsible, or better still, accountable for what is acquired. In her estimation, the right side is that of the librarian.

Library co-operation with vendors

Lee (1991) argued that acquisition and ultimately collection development efforts can be enriched by co-operation with vendors as libraries often lack either the time or automated systems to effectively and efficiently carry out collection development activities. The wide range of selection services can be of tremendous advantage to the academic librarians but they must be informed customers who not only investigate options but actively participate in designing and using the service.

Racz (1991) and Root (1991) studied the trends affecting vendor selection and attacked the traditional practice of academic libraries of putting more emphasis on monograph acquisition than serial purchases. Librarians are now faced with the daunting task of closely examining factors in relation to the acquisition of serials. Consolidation is introduced to save money, receive better management report and also because librarians are not justified to maintain either a separate overseas vendor or two domestic vendors.

Shirk (1991) queried the nature of librarian-vendor relationships although such relationships are beneficial to both sides. An acquisitions librarian turned vendor, the author suggests that the bid system has not achieved any of its primary purposes and advocates as an alternative the development of a strategic alliance in which each side will eventually share responsibility for good communication. The librarian will ultimately have a stable source for books and the vendor a stable albeit customer base.

Cost of library materials

Obiagwu (1990) asserted that West African libraries are facing unending currency problems and the attendant gross inadequacy of learning materials. He noted that the unavailability of foreign exchange for the acquisition of library materials in Nigeria is not a recent phenomenon. The situation is more critical now than ever as a result of the inadequacy of book votes for the purchase of locally available materials.

Ola-Roberts (1989) reviewed the effects of the devaluation of currency in West Africa and noted that the considerable drop in the value of the Sierra Leonean currency (Leone) during the period reviewed. This economic problem which underlies library acquisitions in Sierra Leone prevails in other countries in West Africa though at varying degrees of intensity. Massive depreciation of local currency, coupled with the increasing cost of periodicals and the dwindling revenues in the book fund, leave the university library in a helpless and hopeless state as far as purchases are concerned.

Nwafor (1990) used the Nigerian experience to illustrate the devastating effects of the economies of third world Countries on their educational systems and university libraries. University education is being rendered meaningless as a result of irrelevant text books and the astronomically high cost of the few available ones. Universities still get the same vote they used to get. People rely on books in the library which are not replenished simply because the university has no money. This is unrealistic when one considers the cost of books and the value of the local currency (naira).

Obiagwu (1990) highlighted the repercussions of the structural adjustment programme on library acquisitions in West Africa. Although most of the illustrations were made from the Nigerian experience, it is far from surprising that the pinch is felt all over West Africa. Inflationary pressures, the reduced book vote and the astronomically devalued local currency all conspire to frustrate the aims of the academic library. This is because the parent institution is under-funded by the appropriate authority. Secondly, the stipulated percentage of the recurrent annual budget an academic library is entitled to is not adhered to. In summary, academic libraries have always suffered cut-backs in book votes.

Schrift (1991) discussed the dynamic relations between librarians, publishers and vendors in a hot climate of expanding needs and contracting resources. Eyebrows are raised under the discussion of publishers, whose unique position should be treated cautiously. They should not be regarded as allies of librarians because benefits from increased efficiencies will not be passed on, nor will journal price hikes stimulated by a weak currency be reversed when the currency gains. Cost of information will hardly be reduced by technological innovation since access will be controlled by the same extortive publishing segment.

Summary

It is evident from the review that there is a book and information famine in developing countries and that the battle for better availability of library materials will continue for a considerable period. University libraries do not have sufficient funds to purchase library materials. In theory, a national bibliography provides coverages of a nation's publications but in practice the bibliography is a poor reflection of its definition.

The role of acquisition and collection development is not only to plan a stock acquisition programme but to make it relevant to immediate and future needs of the users. Born (1993) rightly observed that "a closer co-operation has developed between departments as librarians assess and evaluate library collections to ensure the current and future needs of students and scholars are met" (p.125). The old debate between librarian and faculty on selection of materials must end. The former should be responsible for selection of materials to satisfy the users since s/he will be held accountable for what is required. Devaluation of local currency significantly affects the cost of library materials. Generally, it is taken for granted that University libraries do not have sufficient funds.

BIBLIOGRAPHY

Ali, S.N. (1989). "Acquisition of scientific literature in developing countries: Arab-Gulf countries". Information Development. 5(2), pp. 108-14.

Avafia, K.E. (1985). "University libraries: the African scene". In M. Wise (ed). Aspects of librarianship: a collection of writings. London: Mansell Publishing Limited. pp. 1-30.

Born, K. (1993). "The role of the serials vendor in the collection assessment and evaluation process". Journal of Library Administration. 19(2), pp.125-138.

Brindley, L. (1998). "Summing up". In S. Corral(ed). Collection development: options for effective management. London: Taylor Graham. pp.141-151.

Haider, S.J.(1989). "Acquisition and scientific literature in developing countries: Pakistan". Information Development. 5(2), pp.85-98.

Hannaford, E. (1990). "Tilting at windmills: selection in college libraries". Collection Management. 12(1- 2), pp.31-35.

Ifidon, B.I. (1994). "The book scarcity in Nigeria: causes and solutions". African Journal of Library, Archive and Information Science. 4(1), pp.55-62.

Intner, S.S. (1990). "The public and bibliographic instruction : missed opportunities in creating a positive information environment". The Reference Librarian. 3(1),pp. 15-30.

Kemp, I. (1990). "Can document provision be a priority in poor countries". In D.J. Membrey (ed). Nothing to read: crisis of document provision in the Third World. Birmingham International and Comparative Librarianship of the Library Association. pp. 19-25.

Kwei, C. (1988). "Bibliographic control: the international concept and the national effort". Ghana Library Journal. 6(1), pp. 31-39.

Lee, L.K. (1991). "Library/vendor co-operation in collection development". The Acquisitions Librarian. 5(1), pp. 181-190.

Line, M.B. (1990). "Universal availability of publications in less developed countries". In D.J. Membrey (ed). Nothing to read: crisis of document provision in the Third World. Birmingham International and Comparative Librarianship of the Library Association. pp. 35-43.

Mahoney, M. (1990). "The developing country national bibliography essential: essential bibliographic tool or anachronism?" In D.J. Membrey (ed). Nothing to read: crisis of document provision in the Third World. Birmingham International and Comparative Librarianship of the Library Association. pp. 77-81.

Martula-Millson, C. (1985). "The effectiveness of book selection agents in a small academic library". College and Research Libraries. 46(1), pp. 294-310.

Nwafor, B. (1990). "Funding third world university libraries". In D.J. Membrey (ed). Nothing to read: crisis of document provision in the Third World. Birmingham International and Comparative Librarianship of the Library Association. pp. 13-18.

Obiagwu, M.C. (1990). "Foreign exchange and library collection in Nigeria". Information Development. 3(3). pp. 154-160.

Ochola, F.W. (1984). "The Kenya national bibliography". International Cataloguing. 13(3), pp.20-35.

Ola-Roberts, N. (1989). User and borrowing patterns at Fourah Bay College: 1970/71-1984/85. Freetown: Fourah Bay College.

Otike, J.N. (1989). "Bibliographic control in Kenya". Information Development. 5(1). pp. 23-28.

Racz, T.M. & Root, T.A. (1991). "Trends affection vendor selection: one academic library's experience". The Acquisition Librarian. 5(1), pp.53-61.

Sellen, M. (1985). "Book selection in the college library: the faculty perspective". Collection Building. 5 (2), pp.29-36.

Schneider-Robles, R. (1988). "Collection development in foreign literatures at medium-sized academic libraries". Library Resources and Technical Services. 32(1), pp. 18-33.

Schrift, L. (1991). "The 1990s: Is there any room left". The Acquisitions Librarian. 5(1), pp.29-36.

Shirk, G.M. (1991). "The wondrous web: reflections on library acquisition and vendor relationships".

The Acquisitions Librarian. 5(1), pp.1-8.

Spiller, D.(1990). Book selection: principles and practice. London: Library Association Publishing.

Strauch, K. (1990). "Librarian versus faculty selection: the good meets the bad and the ugly". Collection Management. 12(1-2), pp.37-41.

Vidor, D.L. & Futas, E. (1988). "Effective collection developers: librarians or faculty?" Library Resources and Technical Services. 32(1), pp.127-136.

Wilson, P. (1993). "The value of currency". Library Trends. 41(4), pp.632-643.

AUTHOR SIGNATURE
Oliver L.T. Harding, who obtained his GCE O & A Levels from the Sierra Leone Grammar School and the Albert Academy respectively, is currently Senior & Acting Librarian of Fourah Bay College, University of Sierra Leone. He is a part time lecturer at the Institute of Library, Information & Communication Studies (INSLICS), Fourah Bay College and the Extension Programme at the Evangelical College of Theology (T.E.C.T) at Hall Street, Brookfields; Vice President of the Sierra Leone Association of Archivists, Librarians & Information Scientists (SLAALIS); a member of the American Theological Library Association (ATLA) and an associate of the Chartered Institute of Library & Information Professionals (CILIP). His certificates, secular and sacred, include: a certificate and diploma from the Freetown Bible Training Centre; an upper second class B.A. Hons. Degree in Modern History (F.B.C.); a post-graduate diploma from the Institute of Library Studies (INSLIBS, F.B.C) a masters degree from the Institute of Library, Information & Communication Studies (INSLICS, F.B.C.) and a masters degree in Biblical Studies from West Africa Theological Seminary, affiliate of the University of Nigeria, Nsukka, where he won the prize for academic excellence as the Best Graduating Student in 2005. Oliver, a writer, musician and theologian, is married (to Francess) with two children (Olivia & Francis).
Email: oltharding@yahoo.com
Mobile: 232-2233-460-330

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A Review - Executive Coaching Related Literature - Part III

While the increased demand for executive coaching in the marketplace has opened up, the increasing number of coaches of every type, training, and perspective has also grown (Brotman et al., 1998; Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Wasylyshyn, 2003). It is surprising that with the increased use of executive coaching and the rising number of coaches, there has not been a professional association formed to develop and monitor the standards, requirements, and competency validation solely for executive coaches (Brotman et al., 1998; ICF, 2006; Wasylyshyn, 2003). This need has brought reactions from executives, coaches, and clients who suggest standardized methods.

Executives have recognized the significance of executive coaching in their professional performance, both personally and organizationally (Effron et al., 2005; Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003). During the beginning years of executive coaching, it was seen as an executive crutch to assist non-performers. Today, executive coaching is looked upon as a necessary tool and in some cases reserved only for senior executives (Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003). One reason for the about face attitude could be the value executive coaching brings as a "time-out" break, from the unyielding demands of the corporate world, for inner-thought, assessment, positive criticism, and a co-development of strategies (Bacon & Spear, 2003; Brotman et al., 1998; Joo, 2005; Kampa-Kokesh & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003).

One of the premier uses of executive coaching is to deliver "just-in-time" strategies for increasing one's personal performance and effectiveness by transforming weaknesses into strengths (Bacon & Spear, 2003; Kampa-Kokesh, & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Wasylyshyn, 2003). Due to this increase in personal ROI, corporate America is enamored with executive coaching and the benefits it has brought in recent years (Bacon & Spear, 2003).

With many corporate incomes decreasing over the past few years, corporations have reevaluated their training and development practices, to include the use of external sources (Joo, 2005; Kampa-Kokesh, & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003). As a result, executive coaching focuses on ensuring alignment with corporate strategy (Bluckert, 2005b; Brotman et al., 1998; Edwards, 2003; Levinson, 1996; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). In this changing corporate setting, executive coaching must be used in a laser-focused manner, rather than a liberally used improvised solution (Orenstein, 2006). Those corporations who have identified the need and usefulness of executive coaching have created an inner coaching environment to facilitate coaching through internal coaches (Turner, 2006).

It is in the new corporate coaching culture of companies employing their own coaches (internal) where the chemistry of the coaching relationship takes a back seat to replicable measures in the coaching protocol (Joo, 2005; Kampa-Kokesh & Anderson, 2001; Stevens, 2005; Turner, 2006; Wasylyshyn, 2003). The internal coach, unfortunately, finds him or herself in a dilemma of possibly losing one of his most prized outcomes, which is, assisting clients to become masters of change management (Wasylyshyn, 2003). Another downturn of this "commoditization" of executive coaching is to put a limit on the use of coaching, and to what extent, documenting the benchmarks, stages, and action steps. Doing so, realistically, diminishes the coaching process to a cookie cutter approach including a preset number of sessions and strategies rather than a co-developed strategic plan developed over the course of an ongoing relationship. (Joo, 2005; Kampa-Kokesh & Anderson, 2001; Turner, 2006; Wasylyshyn, 2003).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

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A Review - Executive Coaching Related Literature - Part V

Goleman (1998) describes an all-inclusive development protocol that evaluates significant core competencies and channels an executive's professional development. In contrast, Levinson (1996) based his approach on psychological skills and insight. Peterson (1996) proposes an approach based on five coaching strategies supported by experience at Personnel Decisions International, the first management-consulting firm to offer a coaching program that was both structured and individually based.

Orenstein (2004) developed an integrative methodology for executive coaching and described its application in three organizations with eight individuals. The model consists of an eight-step process:

(a) the initial contact,

(b) the preliminary interview,

(c) joint goal setting,

(d) contract approval,

(e) formal assessment,

(f) feedback,

(g) coaching, and

(h) termination.

Orenstein's (2004) methodology is based upon four premises:

1) the unconscious plays a major role in individual and group behavior,

2) executive coaching is an intervention with a specific individual, within a specific organization, for the purpose of improving job-related performance,

3) it must consider the individual, the organization, and their interaction, and

4) organizations are comprised of groups that are made up of individuals with individualistic behaviors of the organization.

The model that Orenstein (2004) presented was developed in the field, and based on ideas that were not new but were integrated and applied in a new method. Orenstein determined by qualitative means, that the implementation of her new model was successful. Respondents reported positive improvement in work environments and skills, which were touched upon during coaching sessions. During subsequent 360 degree-like feedback assessments, colleagues of the participants also reported positive improvement in work habits and environmental changes.

Trudeau's (2004) investigation toward a conceptual methodology for executive coaching in a Modified Delphi Forecasting study, involved 16 executive coaches. Trudeau used a mixed method design to gather practitioner data on the strategies and practices of the participating executive coaches. The dominant quantitative portion of the information evolved through Likert-type scale item surveys. The secondary qualitative analysis identified common phases of the coaching process.

The data analysis revealed group consensus in several areas of executive coaching, including coaching techniques, skills, and the relationship aspects essential to the clarification and further understanding of coaching practices in organizations in the United States. Trudeau (2004) developed an eight-phase conceptual method based upon compiled data from the responding executive coaches and the integration of concepts documented in professional literature.

One limitation of Trudeau's (2004) study was that in order to establish reliability, her study required that a minimum of 13 coaches take part in all three rounds of her survey. Fortunately, 16 executive coaches performed this task. Still, the rather small group size limited the ability to provide proper statistical correlations (Dalkey & Helmer, 1963).

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

A Review - Executive Coaching Related Literature - Part IV

As executive coaches increase in numbers, many desire competencies to "credentialize" the executive coaching industry as a means to standardize methods and differentiate themselves and their coaching menus (Bluckert, 2005; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). This lack of standardization has lead to a plethora of anecdotal competencies. Researchers and practitioners alike have identified the need of a professional association as a means for spearheading standardized practices and measures.

Competency models do exist identifying the essential skills for executive coaches, such as interpersonal communication skills and experience in the use, analysis, and debriefing of assessment instruments (Bluckert, 2005; Brotman et al., 1998; Lazar & Bergquist, 2004; Levinson, 1996; Peterson, 1996). However, while providing some direction, these skills are based upon threshold core competencies, which are the basic proficiencies necessary to create a coaching relationship (Goleman, 1998).

In contrast with Goleman's (1998) identification of threshold competency, Spencer and Spencer (1993) identified differentiating core competencies as those possessed by superior practitioners. Additionally, separating core competencies assists in distinguishing superior from average performers (McClelland, 1973).

As executive coaching evolves within the corporate environment, straightforward and distinct methods are needed (e.g. delivering the truth to clients while preserving emotional safety, navigating the partnership between the client and corporation) (Wasylyshyn, 2003). The competent executive coach should also be proficient in the use of specific business acumen and possess knowledge of the positions within the corporate environment.

Peer-reviewed literature makes a unique contribution to the techniques and methodologies of executive coaching. Because of this, it is no surprise that confusion exists over the effectiveness and validity of executive coaching methods. A review of the literature exposes as many methods as practitioners (Wasylyshyn, 2003).

For example, Bluckert (2005) describes a behavioral approach to executive coaching that seeks to induce self-awareness into one's emotions and behaviors. In contrast, Kilburg (2004) suggests a psychodynamic protocol centering on the events, feelings, thoughts, and patterns of behavior that are part of an executive's subconscious, and has the ability to drastically influence what they think and do. Lazar and Bergquist (2004) take a human performance approach looking at unachieved business results, and subsequently gather information to determine what root causes are contributing to the poor performance.

Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.