Business Coaching

Schmal, A. (2016). / Factors of effective Business Coaching and implications for practice and training of coaches. Master Thesis, University Of Applied Sciences Hamburg.

In this piece the author identified factors underpinning effectiveness for Business Coaching, using a comprehensive amount of empirical data from the growing pool of international business coaching research. In particular, the relationship between coach and client, the process of forming and concreting objectives as well as methods of performance-minded and solution-orientated self-reflection are seen as essential for success. Furthermore the mentioned items and the resource activation and emotional control are considered in detail - regarding their scientific evidence and practical implications. Moreover, topics such as finding opportunities to support coachees with the implementation in their daily business and the meaning of coaches' field and method competencies are discussed. The insight gained in this thesis are also part of the Mediatum Coaching concept for executives.


Meier, L. (2016).Motivation for women’s health behaviour. Bachelor Thesis, Hochschule Fresenius München

Using semi-structured interviews, the author examined motivations, possibilities and barriers of women’s healthy behaviour. The data was collected on a qualitative basis and reveals insights on the motivation of younger and older women regarding health enhancing and health retentive behaviour. Furthermore the data identified preferred actions as sports, balanced healthy nutrition, recreation and disease prevention as well as typical barriers in everyday life. The results are of great interest for operational tasks regarding the compatibility of family and career, the retention of employability and performance of tenured employees as well as approaching all work-life-balance topics.


Schmal, A. (2005). 360-degree feedback as a leadership development tool. Master Thesis, TU Kaiserslautern.

Based on the competency approach the author describes possibilities and limitations of the 360-degree feedback process as a development-stimulating tool for leadership development. Using the example of concrete practical implementation, the process is presented from development to implementation, followed by subsequent development measures. Furthermore this process is discussed with reference to theoretical, methodological and practical aspects regarding possible positive and negative effects. In addition the reference from scientific knowledge to reasonable procedures in practice is established.

Health and Diversity

Schmal, A. & Niehaus, M. (2004). Company approaches regarding the integration of handicapped employees. In W. Sarges & G. Steffgen (Hrsg.), Psychologie für das Personalmanagement – Betriebliche Gesundheitsförderung (S. 223–240). Göttingen: Hogrefe.

This project, which was supported by the German Association of the Automotive Industry and promoted by the Federal Ministry of Labour and Social Affairs, provides examples of in-house solution approaches for the integration of handicapped employees. The data was collected from five German car assembly plants. The support and integration strategies provide important insight into practitioners for optimising strategies in their own companies. According to the authors, special importance is attached to the qualification and sensitisation of executives for health-related topics. At the level of organizational development, the following aspects prove to be critical for success in the acceptance, development and successful implementation of measures: organisational procedures, the clarification and definition of responsibility and procedural rules as well as the promotion of integration and health thoughts by the top management.

Business coaching and interculturality

Peuker, L., Schmal, A. & Götz, K. (2002). / Intercultural coaching for expatriates In: Personalführung 11/2002, S. 40–47.

To develop a support concept for expatriates abroad, the authors interviewed American and German expatriates from an automobile manufacturer in Mexico. In addition they interviewed local executives and HR-Managers to get a differentiated view of needs and possible solutions. The result of this multi-perspective analysis was a care concept providing an intercultural coach and consultant for the expatriates. The intercultural coach acts as a classic business coach as well as a carer and coordinator and as an “intercultural communication bridge” to solve upcoming challenges effectively and economically and to guarantee further development of expatriates. The coach starts his work as case manager and coordinates all upcoming measures which emerge at the beginning of a foreign assignment and provides the expatriate with concrete help during integration. As a result he can prove his field competence and build a trusting relationship with the coachee to go seamlessly into business coaching. Therefor he needs a high qualification, which means training and experience in business coaching and psychological consultation, concrete knowledge in local and administrative processes and additionally significant intercultural experience including the required language skills.