This chapter begins by providing an overview of the theoretical basis for integral coaching. Then, it discusses constructive developmental theory and the concept of “vertical development”, and presents the theoretical basis. The chapter highlights what makes integral coaching unique and sets it apart from other schools. Integral theory is an integrative metatheory, which means that it attempts to explain all of reality through the integration of data and theories from all major domains of human inquiry, including the hard sciences, social sciences, humanities, and arts. The chapter provides a brief description of levels, and then goes into greater depth regarding a particular approach to coaching with levels of self-identity described by constructive developmental psychology. It summarizes unique features, as well as highlights other ways integral coaching is unique. The chapter concludes that the various approaches to integral coaching offer a powerful way of supporting whole-person development in a complex world.

This chapter introduces multiplicity of mind models and describes the Internal Family Systems (IFS) model. It focuses on four coaching applications of IFS used by coaching thought leaders: strengths-based inner family model by Margaret Moore; inner team coaching and IFS by Isabel D’arenberg; concentrated coaching model by Mark Hurwich; and Willo3™: an organizational model by Toufic Hakim and Laura Crandall The four models of IFS in coaching are novel and creative applications of IFS that serve as unique tools for cultivating human potential and thriving through personal and organizational transformation and shapeshifting. As coaches and psychologists continue to break new ground in applying the principles of IFS, beyond the healing process of IFS therapy, one can imagine future models that allow people to map their personalities or cultures, better understand and balance over-developed and under-developed capacities, and offer at-will tools for self-transformation, even daily.

The results from coaching research suggest that coaching offers a number of positive benefits including having a positive impact upon leadership. This chapter begins by reviewing the broader landscape of coaching research. It then explores the specific research underpinning a range of “key” factors relating to coaching including the coach, client, organizational clients, and the relationship between the coach and the client. The chapter provides a brief description on: the development of coaching research; coach factors; coachee factors; coach–coachee relationship factors; tripartite relationship and client factors; the role of coaching supervision; and methodological approaches in coaching. Executive coaching is frequently used by corporations to help executives develop their capacity to deal with change and to give them support in reaching their organizational or work-related goals. A key focus within the coaching psychology literature has been on understanding what factors and attributes differentiate the most successful coaches.