Advertisement

The Foundations and Evolution of Cognitive Behavioral Coaching in Organizations: An Interview with Dominic DiMattia

  • Oana DavidEmail author
Cognitive behavioral Approaches to Coaching

Abstract

Cognitive-behavioral interventions applied in organizations have evolved from cognitive-behavioral therapy (CBT), especially rational emotive and cognitive behavioral therapy (RE & CBT) since the ‘70s, following the expansion of the coaching field. Dominic DiMattia brought the very first contributions to these developments, both at the theoretical and empirical level. In this interview, Dominic DiMattia talks about how he worked with Albert Ellis to develop the extensions of RE & CBT in the organizational field, and expands into the theories that have influenced his work. He clarifies essential concepts in the field of cognitive-behavioral coaching (CBC), often misunderstood, like rational organizations and rational leadership. Dominic DiMattia highlights the elements that make RE & CBT an inspiration for coaching in organizations, and the strategies and methods that are best fitted for coaching. Given the mixed picture on credentials needed to practice coaching, Dominic DiMattia underlies the skills that professionals need to prove in order to practice CBC. In the end, we discuss about the future of the field, the scientific approach to coaching and the importance of adopting an evidence-based perspective to practicing coaching.

Keywords

Cognitive Behavioral Therapy Scientific Approach Informal Discussion Organizational Field Rational Thinking 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Notes

Compliance with Ethical Standards

Conflict of interest

The authors declare that they have no conflict of interest.

References

  1. Cayer, M., DiMattia, D., & Wingrove, J. (1988). Conquering evaluation fear. Personnel Administrator, 33, 97–107.Google Scholar
  2. David, O. A. (2013). Prescriptive index: Development and validation of the mood wheel and manager-rational and irrational beliefs scale. Romanian Journal of Applied Psychology, 15(2), 41–50.Google Scholar
  3. David, O. A., & Cobeanu, O. (2016). Evidence-based training in cognitive-behavioral coaching: Does personal development bring less distress and better performance? British Journal of Guidance and Counselling, 44(1), 12–25. doi: 10.1080/03069885.2014.1002384.CrossRefGoogle Scholar
  4. David, O. A., & Matu, S. A. (2013). How to tell if managers are good coaches and how to help them improve during adversity? The managerial coaching assessment system and the rational managerial coaching program. Journal of Cognitive and Behavioral Psychotherapies, 13(2a), 259–274.Google Scholar
  5. DiMattia, D. (1990). Rational effectiveness training: Increasing productivity at work. New York: Institute for Rational Emotive Therapy.Google Scholar
  6. DiMattia, D., & Jzermans, T. (1996). Reaching their minds. A trainer’s manual for rational effectiveness training. New York: Institute for Rational Emotive Therapy.Google Scholar
  7. Ellis, A. (1972a). The a–b–c‘s of rational sensitivity: Executive leadership: A rational approach. New York: Citadel.Google Scholar
  8. Ellis, A. (1972b). Executive leadership: The rational-emotive approach. New York: Institute for Rational-Emotive Therapy.Google Scholar
  9. Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantum Books.Google Scholar
  10. Klarreich, S. H., DiGiuseppe, R., & DiMattia, D. J. (1987). Cost effectiveness of an employee assistance program with rational-emotive therapy. Professional Psychology: Research and Practice, 18(2), 140–144. doi: 10.1037/0735-7028.18.2.140.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2016

Authors and Affiliations

  1. 1.Department of Clinical Psychology and Psychotherapy, International Coaching InstituteBabeş-Bolyai UniversityCluj-NapocaRomania

Personalised recommendations