Ray Elliott

Clients: > www.oec.com.au/clients.asp

Recent conference presentations: > www.oecy.com.au/proffBus.asp

Plus > www.mlq.com.au/events.asp & other international and national conference presentations:

Elliott, R.H. (2010a). Getting the balance right: Utilising psychometric assessment inputs and evidence based theories in the coaching ‘reflective space’ for leadership development. Symposium Presentation and Paper, International Congress of Applied Psychology, Melbourne.

Elliott, R.H. (2010b). The MLQ transformational – transactional scale and cross-cultural assessment: A research-driven platform for global leadership development’ in a Symposium / Practice Forum ‘Executive Assessments Across Cultures’. International Test Commission Biennial conference, Hong Kong.

Recent Books, Chapters of Books and Articles:

Elliott, R.H. (2011). Utilising evidence-based leadership theories in coaching for leadership development: Towards a comprehensive integrating conceptual framework. International Coaching Psychology Review 6(1).

Elliott, R.H. (2011) Spirituality, Religion and Coaching for Leadership Development. Spirituality, Leadership and Management Journal.

Elliott R. H. (2007 March) Optimising ‘leadership’: theory, practice and professionalism. The Organisational Psychologist: Official Newsletter of the College of Organisational Psychologists, Australian Psychological Society.

Elliott, R. H. & Tuohy, M. (2006). Ethics and Morality in a Multicultural Society. Thomson Learning - Nelsons. Melbourne.

Elliott, R.H. (2005). ‘The Parameters of Specialist Professional Leadership Coaching.’ In Grant, A. M., Cavanagh, M., & Kemp, T. (Eds.). Evidence-based coaching: Contributions from the Behavioural Sciences (Vol. 1). Bowen Hills QLD: Australian Academic Press.

Elliott, R.H. (2002). The Spirit of Leadership in Australia. In The Heart and Soul of Leadership. Australian Institute of Management: Australian Institute of Management Series - McGraw Hill.

• Utilising evidence-based leadership theories in coaching for leadership development: Towards a comprehensive integrating conceptual framework.

  • International Coaching Psychology Review 6(1), 46-70.
  • March 2011
  Authors: Ray Elliott

  Purpose:
  Examination of the coaching psychology literature shows that discussion about leadership coaching is disconnected from the scientific literature about leadership. Similarly, the latter has only recently begun to consider how leadership is developed. This lack of cross-engagement between two relevant evidence-based literatures is brought into sharp focus through leadership development coaching practice. This review from the perspective of external professional practice seeks to close the relevant knowledge gap through utilisation of a conceptual framework.
  Methods:
  Lane and Corrie (2009) proposed three criteria which needed to be satisfied for effective coachee formation through coaching. Elliott (2007a) developed a framework from client case studies and naturalistic participant-observer reflections on coaching practice for leadership development intentionally informed by a range of evidence-based leadership theories. This framework satisfies the criteria proposed by Lane and Corrie. It is here applied and extended to provide an evaluation of current limiting assumptions in both the evidence-based coaching psychology and scholarly leadership literatures.
  Results:
  The extended framework prompts systematic utilisation of salient knowledge domains, information inputs and processes for intentional coaching for leadership development. It demonstrates the necessary relevance of evidence-based leadership theories to coachee goal definition. It describes and contextualises coach-managed processes to establish, maintain and bound the coaching reflective space and demonstrates the relevance of other related literatures to inform coaching in organisations.
  Conclusions:
  The required parameters in coaching for leadership development proposed by Elliott, (2005) are further refined by proposing a more comprehensive model for leadership coaching to guide responsible professional practice and future research.
  

• Religious belief, spirituality and coaching for leadership development.

  • Journal of Spirituality, Leadership and Management, 4(1). pp.92-110.
  • January 2011
  Authors: Ray Elliott

  The prevalence of religious belief systems and their impact in our global world cannot be ignored in leadership development by leaders and their coaches. This paper focuses on their role in the reflective space for developing leadership. What is missing is a rationale for this engagement in contexts characterised by secular pluralism. The debates about appropriate education concerning religions in secular, pluralist, multicultural societies have clearly shown that there is no such thing as value-free or
  neutral education; the role of the teacher and indeed of the curriculum is to facilitate a deep engagement in personal awareness and integration on the one hand, and the capacity to engage with diverse and complex meaning, social and organisational systems on the other hand. Drawing on these
  rich educational methodologies and knowledge domains, a conceptual framework for coaching for leadership development is described which incorporates diverse religious belief systems, and how these may be appropriately incorporated in the coaching reflective space. This framework is then illustrated by reference to the central belief of the Christian tradition when personally entertained by the coach, namely the doctrine of the Holy Trinity. A description is provided of how such coach beliefs likely express themselves in, and indeed shape, the reflective space between coach and coachee in professional practice. Observations are made about linkages between such religious beliefs, the nature
  of authority, and theories of leadership. Through this extended theory of coaching, researchers and coaches are challenged to engage in systematic critical reviews of the world views of the coach and how these might manifest themselves in their coaching, and coaching for leadership development in particular. It is necessary for the leadership coach in our emergent global world to acknowledge their own spirituality, beliefs and world views – whether they be labelled ‘religious’ or not.

Websites:

• Personal Website
• Company Website
• Company Website

Interests:

Executive and leadership coaching for development; leadership assessments and the practice of coaching psychology; corporate governance and business ethics; philosophy of science (and physics in particular); religious belief systems and their operation in individuals, groups and organisations.

Groups and Associations:

Visiting Fellow, International Centre for Corporate Governance Research, Faculty of Business and Law. College of Organisational Psychologists. Interest Group in Coaching Psychology - Australian Psychological Society (Founder and sometime National Convener).

• 
  Accredited MLQ International Network Members
• 
  Coaching at Work
• 
  International Society for Coaching Psychology: An international professional body
• 
  Leadership Assessment and Development: MLQ international.
• 
  MLQ Consultants and Coaches
• 
  Mentoring
• 
  Mining Industry Professionals
• 
  Special Group in Coaching Psychology