There is need to explore four subjects: a new paradigm of what aging means today, an understanding of the historic role of the elder, the meaning of “sagacity,” and the relevance of leadership research.

Any study of Theory S – and specially any study regarding the nature of Senior Sage leadership (ages 56+) and Emerging Sage leadership (ages 25-55)—must take into account social and cultural aspects of the age groups that broadly define who these people are and what they represent.

The demographic projections are clear (at least in the United States) with regard to the emergence of and need for Theory S leadership.

Though it is plagued with many problems, multi-source 360° Feedback processes for appraising the performance of employees are currently receiving extensive attention in corporate life.

The art of organizational coaching is based on identification and appreciation of patterns and pattern-variations in the life of a coaching client and her organization.

In this article, professional coaching skills are presented that show how to regain the quality of the physician-patient relationship, as well as prepare physicians for the new leadership roles required in the changing world of health care.

I propose in this article that we can apply seven of Edgar Schein's eight career anchors in our appreciation of entrepreneurship and the way in which we, as coaches, can be of greatest value to entrepreneurs.

An effective reflective coaching process often involves moving back and forth through seven specific levels of analysis. Each level offers a different perspective and a different reflective lens.

In this essay the authors focus on two dimensions of ontology that hold profound implications for the practice of professional coaching.

Organizational Coaching comes in many forms and is called many names. We propose that three strategies and more than a dozen specific models of organizational coaching.