美国 马萨诸塞州 波士顿
5931 位关注者 500+ 位好友

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David DeFilippo is the principal coach and consultant of DeFilippo Leadership Inc. which…

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工作经历和教育背景

  • DeFilippo Leadership, Inc

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志愿者经历

  • Tabor Academy图片

    Member, Board of Trustees

    Tabor Academy

    - 至今 2 年 8 个月

    Chair, Nomination & Governance
    Term: 2023 - 2026

  • Tabor Academy图片

    Tabor Alumni Council, Past President

    Tabor Academy

    - 至今 7 年 8 个月

    教育经历

    President Term: 2022 - 2023

  • The Bell Lap图片

    Advisory Board Member

    The Bell Lap

    - 至今 4 年 7 个月

  • Year Up图片

    Mentor

    Year Up

    - 11 年 3 个月

    教育经历

    Mentor to students in the Year Up Program, which is a not-for-profit program that focuses on helping urban youth achieve professional careers.

  • Perkins School for the Blind图片

    Member of the Perkins Corporation

    Perkins School for the Blind

    - 3 年

    教育经历

出版作品

  • Column & Article Summary

    Check out my bi-monthly column and additional articles where I provide a point of view on learning and talent development-related issues, share examples and solutions, and offer knowledge and stories from my experience as a working learning and talent practitioner.

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  • DeFilippo: Building a High-Performance Team

    Chief Learning Officer

    Profile of David DeFilippo and BNY Mellon University.

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  • Executive Coach Supervision: The Dynamics & Effects

    The rapid growth of the executive coaching field has led to questions about coach credentialing, coaching methodology and continuing professional development and, as a result, the practice of coach supervision has emerged as one way to address these uncertainties (de Haan & Duckworth, 2010, Gray, 2007, Stevens, 2004, Summerfield, 2002.) This qualitative research study, which is framed by theories from the fields of executive coaching, therapeutic supervision and coach supervision, investigates…

    The rapid growth of the executive coaching field has led to questions about coach credentialing, coaching methodology and continuing professional development and, as a result, the practice of coach supervision has emerged as one way to address these uncertainties (de Haan & Duckworth, 2010, Gray, 2007, Stevens, 2004, Summerfield, 2002.) This qualitative research study, which is framed by theories from the fields of executive coaching, therapeutic supervision and coach supervision, investigates the phenomena of the coach supervision process by focusing on what takes place between the coach and coach supervisor. The findings of this research study have implications for multiple audiences. Executives who undertake coaching will benefit from the emerging practices in the growing field of executive coaching, as well as organizational learning and organizational development practitioners who procure and design executive coaching engagements. Additionally, coaching providers who supply executive coaches will obtain insights on the requirements for including supervision as part of their offerings, in addition to coach training organizations, which will expand their perspectives on the methodologies for supervision, coach education, and continuing development. ^ As a result of the interviews with nine coach supervisory dyads, which included coach and coach supervisors, the findings of this research study include an examination of the coach supervision process. Through a qualitative and thematic research design the relationships, emotions and effects of coach supervision were revealed, leading to insights about the processes and methodologies for coach supervision, as well as the preconditions and skills required for coaches and coach supervisors. These findings provide the research community with insights about the dynamics and effects of executive coach supervision that can be put into practice and also be used for further research.

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荣誉奖项

  • Gold Medal, Trailblazer Award

    Chief Learning Officer Magazine

    Recognized for talent management strategy and implementation.

  • Bronze Medal, Business Partnership Award

    Chief Learning Officer Magazine

    Team recognized for on-boarding culture program.

  • Silver Medal, Trailblazer Award

    Chief Learning Officer Magazine

    Recognized for innovative approach to establishing BNY Mellon University.

  • Ranked in "Top 10" for Leadership Development Program

    Leadership Excellence Magazine

  • Ranked in "Top 15" for Leadership Development Program

    Leadership Excellence Magazine

  • Gold Medal, Global Learning Award

    Chief Learning Officer Magazine

    Recognized for approach to developing global leaders.

  • Named one of the "Top 100 Leadership Development Practitioners"

    Named one of the "Top 100 Leadership Development Practitioners" by Leadership Excellence magazine (2008)

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