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References (156 in Portal)
Back in Time
Coaching: The Successful Adventure of a Downwardly Mobile Executive.

J Blattner Consulting Psychology Journal: Practice and Research 2005

This article is a review of a coaching engagement that spanned a 2-year period. The client was an executive with a global corporation. The case study discusses several key elements of the process, including trust, relationship building, and assessment, as well as content of the coaching process. Finally a summary from the coach and client...

Cites in Google Scholar: 56
The Cognitive-Behavioral Approach to Executive Coaching.

M Ducharme Consulting Psychology Journal: Practice and Research 2004

This article is an attempt to evaluate the appropriateness of the cognitive-behavioral approach for use in executive coaching engagements. The basic tenets of cognitive- behavior therapy, as well as its conceptual underpinnings, are reviewed. Following this, a discussion of how well the goals of executive coaching are met by a cognitive-b...

Cites in Google Scholar: 178
Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.

A Ellinger, S Keller Human Resource Development Quarterly 2003

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching...

Cites in Google Scholar: 777
Behind closed doors: What really happens in executive coaching. Organizational Dynamics

D Hall, K Otazo, G Hollenbeck Organizational Dynamics 1999

Presents the results of a study sponsored by Boston University's Executive Development Roundtable that allow a critical review of the state of the practice of executive coaching. The study consisted of interviews with over 75 executives in Fortune 100 companies, as well as interviews with 15 executive coaches referred to the researchers a...

Cites in Google Scholar: 806
Trudging Toward Dodoville: Conceptual Approaches and Case Studies in Executive Coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 2004

This article introduces the 3rd Consulting Psychology Journal special issue on executive coaching and briefly examines the current status of the scientific knowledge base in the field. It compares the emergence of the empirical literature on coaching to the historical pathway created by psychotherapy and hypothesizes that research on exec...

Cites in Google Scholar: 147
When Shadows Fall: Using Psychodynamic Approaches in Executive Coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 2004

This article makes the major point that events, feelings, thoughts, and patterns of behavior that are outside of the conscious awareness of executives can significantly influence what they decide and how they act. It provides a succinct overview of the conflict and object relations approaches to understanding psychodynamics and embeds the...

Cites in Google Scholar: 199
Executive coaching as a transfer of training tool: Effects on productivity in a public agency.

G Olivero, K Bane, R Kopelman Public personnel management 1997

Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...

Cites in Google Scholar: 765
Rational-emotive behavior therapy: A behavioral change model for executive coaching?

J Sherin, L Caiger Consulting Psychology Journal: Practice and Research 2004

The authors suggest the use of A. Ellis's (1971, 1994) rational-emotive behavior therapy (REBT) as a tool to help clients effect behavioral change in the context of a coaching relationship. The article begins with a brief overview of REBT followed by an argument for its usefulness in an executive coaching context. The authors outline the ...

Cites in Google Scholar: 108
Why coaching?

S Wales Journal of Change Management 2003

This paper describes a piece of academic research that explores the experiences of a group of managers taking part in an externally-provided coaching programme. It describes the background to the programme, outlines the benefits identified by participants and offers a model arising from the research. Data from individual managers on the p...

Cites in Google Scholar: 260
Executive coaching: An outcome study.

K Wasylyshyn Consulting Psychology Journal 2003

While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...

Cites in Google Scholar: 652
Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study

J Smither, M London, R Flautt, Y Vargas, I Kucine Personnel Psychology 2003

This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) rece...

Cites in Google Scholar: 645
Coach the coach.

PJ Kelly Training & Development Journal 1985

Discusses the benefits to be derived from the coaching of sales representatives by field sales managers and reviews ways to institute such coaching. Trainers may have to convince managers of these benefits by showing that, despite their time constraints, the return on their investment is worthwhile. Trainers who are coaching managers to c...

Cites in Google Scholar: 128
Relationship of coaching with performance in situational employment interviews.

T Maurer, J Solamon, D Troxtel Journal of Applied Psychology 1998

This field study addressed the question of whether voluntary participation in interview coaching is related to performance in situational interviews. Promotional procedures in 4 different police and fire department jobs were involved, allowing replication in separate samples. In 3 of 4 jobs, when controlling for indicators of candidates' ...

Cites in Google Scholar: 125
Building a successful coaching environment at LogicaCMG

J Blakey Strategic HR Review 2005

Making coaching mainstream in a sceptical organization is a challenging task. John Blakey, LogicaCMG’s coaching director and co‐founder of 121 coaching, shares four ways to make coaching part of your business culture.

Cites in Google Scholar: 3
The foundations of a psychological approach to executive coaching

P Bluckert Industrial and Commercial Training 2005

Purpose – Aims to examine the two main groupings of definitions of executive coaching: those which focus on learning and development leading to performance improvement and those which are located around change. From there it follows the proposition that psychological‐mindedness is the foundation of psychologically focused coaching. De...

Cites in Google Scholar: 107
The similarities and differences between coaching and therapy

P Bluckert Industrial and Commercial Training 2005

Purpose – This article sets out to explore the similarities and differences between coaching and therapy – a subject of great interest currently within coaching and therapy fields. Design/methodology/approach – The objectives are achieved by examining the convergence of approaches and thinking within these fields, as well as explorin...

Cites in Google Scholar: 157
A theory of team coaching

J Hackman, R Wageman Academy of Management Review 2005

After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when co...

Cites in Google Scholar: 1618
The leader as coach

K Ideus Industrial and Commercial Training 2005

Purpose – While this paper proposes a methodology, its purpose is not simply to put forward a technique for addressing a problem. Its aim is also to press the question: Why does this “problem” exist? Without addressing this question, one is likely to address the wrong problem, and miss the deeper, long‐term solutions. The author proposes...

Cites in Google Scholar: 128
On systems coaching

S Kandrup Software, IEEE 2005

A skill central to requirements engineering is knowing which questions will uncover the real requirements. The author explains how we can apply techniques from family therapy to ask better, more relevant questions, which find its way into the professional business community as an activity known as coaching. The coaching model provides a g...

Cites in Google Scholar: 5
Development and initial validation of an instrument measuring managerial coaching skill

GN McLean, B Yang, M-C Kuo, AS Tolbert, C Larkin Human Resource Development Quarterly 2005

This article reports on two studies that used three different samples (N = 644) to construct and validate a multidimensional measure of managerial coaching skill. The four dimensions of coaching skill measured were Open Communication, Team Approach, Value People, and Accept Ambiguity. The two studies assessed the context adequacy, dimensi...

Cites in Google Scholar: 355
The Alchemy of Coaching:" You're Good, Jennifer, But You Could Be Really Good".

DB Peterson, J Millier Consulting Psychology Journal: Practice and Research 2005

In the literature of the coaching profession, the voice of the client is rarely heard. This case study examines the coaching process from the perspective of both the coach and the participant, providing unique insights into the art of coaching. Beginning with background descriptions of the coach and the participant, the authors move into ...

Cites in Google Scholar: 65
A Case Study of Executive Coaching as a Support Mechanism During Organizational Growth and Evolution.

ER Schnell Consulting Psychology Journal: Practice and Research 2005

This case study follows the evolution of an executive coaching consultation provided to the leaders of an organizational system over a 5-year period. The clients were part of a community outreach center in an academic medical center, and the coach-consultant was part of an internal service group. During this extended engagement, the clien...

Cites in Google Scholar: 61
The Corporate Chill Pill

M Seligman New Zealand Management 2005

Emphasizes the importance of promoting health consciousness among employees in New Zealand. Conduct of life of effective executives; Advantage of consulting psychologists on issues regarding performance management or executive coaching; Aim of Well for Life, a specialist provider of corporate health programmes in New Zealand; Other corpor...

Cites in Google Scholar: 4
Assessing executive leadership: An integral approach

N Landrum, J Paul, R Volckmann Journal of Organizational Change Management 2005

Purpose – The paper offers an example of an approach to translating integral concepts into language that is accessible to executive leaders in business without resorting to introducing the complexity of integral theory and models. Design/methodology/approach – The phase of intervention is data gathering prior to feedback of data, act...

Cites in Google Scholar: 53
The Reluctant President.

KM Wasylyshyn Consulting Psychology Journal: Practice and Research 2005

Coaching CEO successor candidates is challenging and deeply nuanced in the best of circumstances. The stakes rise exponentially when the sitting CEO owns the company, resents having "anointed" an eventual successor, and has been phenomenally successful despite the bruising effects of his narcissism and toxic micromanagement. This case stu...

Cites in Google Scholar: 42
Special Topic: Coaching

B Armandi Academy of Management Learning \& Education 2004

This article describes the books that were reviewed in the December 2004 issue of the "Academy of Management Learning & Education." This issue of Resource Reviews is dedicated to those works whose authors have sought to comprehend the concept and process of coaching. Rather than having an inclusive list, and obviously given page limitatio...

Cites in Google Scholar: 3
Resilient leadership for challenging times.

M Arond-Thomas Physician executive 2003

Examine six different leadership styes and consider how each one could be used in different circumstances to achieve favorable outcomes. Most physicians only use two of the styles and they may not always be appropriate

Cites in Google Scholar: 46
Executive coaching

G Blackman-Sheppard Industrial and Commercial Training 2004

Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...

Cites in Google Scholar: 880
The state of play in corporate coaching: current and future trends

P Bluckert Industrial and Commercial Training 2004

In this article the author, Managing Director of the leading coaching and coach training company, Peter Bluckert Coaching, and founder member of the European Mentoring and Coaching Council, sets out a personal view on the current state of the coaching market. That market, and, indeed, the profession of coaching, is fairly young, but it is...

Cites in Google Scholar: 69
What Does Work-Life Balance Mean Anyway?

C Burton Journal for Quality and Participation 2004

Examines the meaning of the term work-life balance. Comment on the state of balance; Implication of balance to an employee's life; Information on balance as a Protestant work ethic.

Cites in Google Scholar: 22
Intuitive coaching-summary

E Murray Industrial and Commercial Training 2004

Intuition calls upon combined wisdom acquired during a lifetime. It is a speedy, creative and subconscious process that can get to the truth of things without reasoning or analysis. It works sufficiently often to be taken seriously. Coaching an unregulated profession, can deliver successful results through the intuitive approaches of both...

Cites in Google Scholar: 24
Behind the Mask Coaching Through Deep Interpersonal Communication.

J Campbell Quick, M Macik-Frey Consulting Psychology Journal: Practice and Research 2004

Executive coaching can focus on personal behavior change, enhancing leadership effectiveness, fostering stronger relationships, personal development, and/or work-family integration or specific performance issues on the job. K. M. Wasylyshyn (2003a) and H. Levinson (personal communication, 2003) suggested that executive coaching reaches fo...

Cites in Google Scholar: 126
Executive Coaching: A Working Definition.

LR Stern Consulting Psychology Journal: Practice and Research 2004

Executive coaching (EC) has grown significantly in the past decade as an important organizational consulting intervention. This article proposes a working definition for EC that specifies its process and methods, differentiates it from other forms of coaching, and suggests a set of perspectives, principles, and approaches needed to guide ...

Cites in Google Scholar: 327
Students’ use of self-reflective thinking: When teaching becomes coaching

JH van Velzen, H Tillema Psychological reports 2004

This study examined students’ use of self-reflection in relation to their teachers’ coaching behavior in a cooperative learning situation. Participants were 218 fourth grade secondary vocational students and 12 teachers of different study domains in The Netherlands. Students rated teachers’ coaching behavior. Stepwise multiple regression ...

Cites in Google Scholar: 10
Managerial growth: A coaching case study

H Wade Industrial and commercial Training 2004

Presents a case study looking at the challenges faced by the author, a consultant, in finding the key to open a way through the barriers and ensuring a senior manager was strong enough to sustain and develop her newfound aptitudes. Describes the methodology, its application and what was achieved. Discusses coaching styles and who is respo...

Cites in Google Scholar: 16
Something really has to change: ‘Change management’ as an imperative rather than a topic

J Whitmore Journal of Change Management 2004

This article confronts the current state of management and the slow pace of management change, the product of years of myopia, apathy and denial. It charges business leaders with being blissfully unaware of the wider context upon which their future depends, that of accelerating global, social, psychological and spiritual change. Staff, cu...

Cites in Google Scholar: 73
A coach or a couch? A Lacanian perspective on executive coaching and consulting

G Arnaud Human relations 2003

At a time when competition in the workplace is becoming more and more individual, ruthless and widespread, managers are in turn being solicited more personally. That is why the market for psychologically oriented executive coaching is exploding nowadays. This article aims at extracting the main teachings of this change in perspective, in ...

Cites in Google Scholar: 168
Helping people change

TR Bacon Industrial and Commercial Training 2003

The purpose of coaching is to help people change, but real change is difficult for most adults. Of the two approaches to coaching – directive and nondirective – the latter is more effective in helping people change, and it is what most coachees prefer. In nondirective coaching, coaches primarily ask questions, listen, and act as thought p...

Cites in Google Scholar: 863
Indelible impressions of an authentic coach

B Biggs Team Performance Management: An International Journal 2003

The article is about a coaching/mentoring style that was developed by an entrepreneur LaFay Davenport. Ms Davenport’s coaching strategy derived from the name of her business – Simply Raw Hair Designs. The name itself implies authenticity, wholesomeness. Ms Davenport has coached, mentored and led staff for over a quarter of a century using...

Cites in Google Scholar: 1
Creating growth for yourself as leader

R Eales-White Industrial and Commercial Training 2003

Before we can grow those we lead, we need to learn how to grow ourselves. This article focuses on how we achieve that through building our self‐confidence, using both affirmative statements and the ring of confidence; developing our awareness and ability to take constructive action; overcoming limiting beliefs though analysis and coaching...

Cites in Google Scholar: 2
Solutions coaching? No problem!-part 1

L Hawkins Industrial and Commercial Training 2003

Solutions coaching is a powerful, highly pragmatic and emotionally intelligent method of coaching individuals and teams. Its guiding principle is simple – find what works and do more of it. The SIMPLE model side‐steps the search for the causes of problems and heads straight for the solution. Of course, simple does not necessarily equate w...

Cites in Google Scholar: 11
Coaches, mentors and you

V Jayne New Zealand Management 2003

There is a whole new hunt for direction and meaning going on today. Combine this self-development fervor with organizational recognition that building people is a good way to grow business and one outcome is an explosion of coaching and mentoring. Executive coaching is the fastest growing area of consultancy in the US, and that trend is r...

Cites in Google Scholar: 13
A different lens to view mentoring in sport management.

DL Pastore, others Journal of Sport Management 2003

A review of the literature examining mentoring in the sports management context is presented. Previous work has looked at: the functions of mentoring; as well as the benefits and outcomes of mentoring for both individuals and organizations. An alternative approach is proposed, peer relationships. Mentoring at work: Developmental relations...

Cites in Google Scholar: 73
Ideas on Fostering Creative Problem Solving in Executive Coaching.

JT Richard Consulting Psychology Journal: Practice and Research 2003

The author proposes deliberately emphasizing rational, creative problem-solving techniques in psychological executive coaching, a process that is essentially problem oriented. This can be especially important for clinical/counseling psychologists who wish to retool to add executive coaching to their services. Fostering creativity can be a...

Cites in Google Scholar: 40
Internal human resources consulting: Why doesn't your staff get it?

ME Green Public Personnel Management 2002

For over a decade HR leaders have been striving to become business partners. They want to have a strategic impact on their organizations; however, many are struggling to make this transition. The primary reason for lack of progress in this endeavor is that HR analysts, the staff who carry out this mission, are still trained and reinforced...

Cites in Google Scholar: 33
Ace Coaching Alliances

M Homan, L Miller Training & Development 2002

When an organization brings coaching into its ranks, there is value in the company being the client of the coaching organization and in the individuals being the clients of their coaches.

Cites in Google Scholar: 5
How coaching can enhance your brand as a manager

JM Hunt, J Weintraub Journal of Organizational Excellence 2002

Managers who coach their employees become known as good managers to work for, developers of talent, and achievers of business results. They also become better leaders in the process. The average manager, however, doesn't coach, believing it would take too much time or be a waste of effort. Such barriers, however, are more psychological th...

Cites in Google Scholar: 91
Executive Commentary

DM Lyons The Academy of Management Executive 2002

The article discusses the importance of employee retention and personnel management in organizations. The retention of high-performing employees is cited as a high-priority business objective, as proven by a tighter labor market and the increased cost of replacing workers. The author mentions the casual dining segment of the restaurant in...

Cites in Google Scholar: 13
Discovering the value of executive coaching as a business transformation tool

J Niemes Journal of Organizational Excellence 2002

Today's transformation initiatives—everything from Enterprise Resource Planning to Six Sigma—often require the development of new abilities in a company's leaders. Executive coaching is a powerful tool that can be used to rapidly introduce new skills into a company's leadership ranks. For both high-potential executives and those newly ent...

Cites in Google Scholar: 58
Executive Coaching It’s Not Just about the Executive

RL Orenstein The Journal of Applied Behavioral Science 2002

This article challenges the prevailing understanding of executive coaching as an exclusively individual intervention. It discusses executive coaching as a complex and demanding process that encompasses multidimensional interrelationships among the individual, the organization, and the consultant. It presents four premises that guide the p...

Cites in Google Scholar: 168
Coaching as a strategic intervention

L Rider Industrial and Commercial Training 2002

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. T...

Cites in Google Scholar: 45
Hey, coach!

J Greco Journal of Business Strategy 2001

When nobody's got time to be a mentor, it may be time to outsource the function to an executive coach.

Cites in Google Scholar: 48
Interviewee coaching, preparation strategies, and response strategies in relation to performance in situational employment interviews: An extension of Maurer, Solamon, and Troxtel (1998).

TJ Maurer, JM Solamon, KD Andrews, DD Troxtel Journal of Applied Psychology 2001

Voluntary attendance at an interview coaching session was positively related to situational interview performance, controlling for job knowledge, motivation to do well, race, and sex of 213 candidates applying for promotion into several police and fire department jobs in a large city. Discrete preparation strategies (e.g., participation i...

Cites in Google Scholar: 123
When Planners Are Coached

C Newton Journal of Financial Planning 2001

Coaches have been around since humans first started rolling the wheel. But the professional business coach - especially the coach who specializes in working with financial advisors - is a relatively new phenomenon. A roundtable discussion regarding what coaches do and how planners have benefited from coaching is presented.

Cites in Google Scholar: 0
How leaders foster self-managing team effectiveness: Design choices versus hands-on coaching

R Wageman Organization Science 2001

This multi-method field study examines the relative effects of two kinds of leader behaviors—design choices and hands-on coaching—on the effectiveness of self-managing teams. Findings show that how leaders design their teams and the quality of their hands-on coaching both influence team self-management, the quality of member relationships...

Cites in Google Scholar: 677
Building business success: a case study of small business coaching

S Porter Industrial and Commercial Training 2000

This article describes a project and the resulting programme to help small businesses to survive and grow through the use of business coaching. It also describes the use of the programme in an actual case study of business coaching. The programme seeks to give the owner/managers of small businesses expert, practical and cost‐effective gui...

Cites in Google Scholar: 22
Do we really understand coaching? How can we make it work better?

B Redshaw Industrial and Commercial training 2000

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in, they also become better and proactive learn...

Cites in Google Scholar: 204
What did you expect? An examination of career-related support and social support among mentors and prot \'e g \'e s

AM Young, PL Perrewe Journal of Management 2000

Perceptions of mentors and protégés were examined to understand how the mentoring exchange is perceived and how perceptions of the exchange influence feelings about the relationship. In particular, we suggest that there are specific behaviors related to career and social support exhibited throughout the mentoring process. It was hypothesi...

Cites in Google Scholar: 375
Managerial coaching behaviors in learning organizations

AD Ellinger, RP Bostrom Journal of Management Development 1999

Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the micro‐behaviors manifested in them remain an area that has n...

Cites in Google Scholar: 548
Coaching the rookie manager

L Hohmann Software, IEEE 1999

Discusses how to develop the skills of rookie project managers. The author arrives at the following points: Establish yourself as their coach; Craft specific work experiences designed to grow their skills; Work with them to improve their performance when they fail; Organize these experiences in a series of steps so that they can gradually...

Cites in Google Scholar: 2
Organisational leadership: Lessons from professional coaches

P Kellett Sport Management Review 1999

Leadership has been considered an essential part of business and society, although there has been little progress towards a workable definition. It has been assumed by organisational and sport researchers alike that sport coaching is a role that necessitates leadership. The notion that coaches are leaders has been explored primarily in yo...

Cites in Google Scholar: 113
Coaching for results

P King, J Eaton Industrial and commercial training 1999

Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achiev...

Cites in Google Scholar: 134
Professional Coaches: Planners Seek Help in Making Dreams Reality

N Opiela Journal of Financial Planning 1999

ABSTRACTThis article provides information on professional coaching for the planners who seek help in making dreams reality in the financial planning world. Clear the calendar for all the dates to be scheduled for the coaching sessions. Clear the day after each session for personal implementation of whatever is learned during the coachin...

Cites in Google Scholar: 2
Developing team cohesion: A comparison of cognitive-behavioral strategies of US and Australian sport coaches

T Ryska, Z Yin, D Cooley, R Ginn The Journal of Psychology 1999

Anecdotal importance has been placed on various means of developing sport team cohesion. However, little empirical evidence exists as to the specific cognitive-behavioral strategies used by coaches and the situational variables that govern their use (M. H. Anshel, 1990; F. Gardner, 1995). The goal of this study was to determine the latent...

Cites in Google Scholar: 0
Executive leader coaching as a strategic activity

L Smith, J Sandstrom Strategy \& Leadership 1999

This article explores the strategic validity of executive leader coaching. The authors offer the definition of executive coaching and the distinguishing factors of this professional industry and present three primary strategic interventions that executive coaches make in upgrading the performance of leaders, executive teams, and the organ...

Cites in Google Scholar: 33
Coaching, mentoring and the sibling organization

M Bagshaw Industrial and Commercial Training 1998

The sibling organization is a stage in the development of organizations following the uncertainty created by downsizing and restructuring. People feel the need to invest in self‐preservation, perhaps at the expense of collaborative effort, risk‐taking and shared learning. Organizational defensive routines limit growth and creativity. Mora...

Cites in Google Scholar: 21
Trends in Workplace Learning: Supply and Demand in Interesting Times.

L Bassi, S Cheney, E Lewis Training and Development 1998

Identifies major trends that are affecting the field of workforce learning and performance improvement: the effort given to managing knowledge, the integration of learning and communication, a resurgence of interest in leadership development and executive coaching, and the requirement by employees that career development become an integra...

Cites in Google Scholar: 152
Psychoanalysis and coaching

R Brunner Journal of Managerial Psychology 1998

Psychoanalysis has nothing to say about firms or management as such; inversely, psychoanalytic coaching can aid managers to develop a better understanding of the role they exercise within the firm and to better position themselves in decision making and communication with other people. While it is a practice that takes place outside the c...

Cites in Google Scholar: 39
Peer mentoring in the industrial sales force: An exploratory investigation of men and women in developmental relationships

LM Fine, EB Pullins Journal of Personal Selling \& Sales Management 1998

Peer mentoring relationships are common in sales organizations, but there have been few systematic investigations of the nature of these relationships in the sales domain. Additionally, the literature from other fields is mixed on whether men and women fare differently in mentoring relationships. We investigate the nature of mentoring in ...

Cites in Google Scholar: 75
Coaching a leader: leveraging change at the top

L Giglio, T Diamante, JM Urban Journal of Management Development 1998

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trou...

Cites in Google Scholar: 116
Arrested development

J Salopek Training and Development 1998

Focuses on the findings of `Global High-Performance Work Practices,' an international study by Development Dimensions International (DDI) of Bridgeville, Pennsylvania, about most organizations' neglect of employee development despite adequate technical skills training. Career or personnel development planning; Employees' involvement in me...

Cites in Google Scholar: 76
Employability-creating a contract of mutual investment

M Bagshaw Industrial and Commercial Training 1997

Employability can be a new form of job security. It involves a new mutual psychological contract where employers provide self‐development for vulnerable employees (i.e. all employees) and employees take advantage of those opportunities. It is important that the self‐enhancement is in tune with business goals. There needs to be an ongoing ...

Cites in Google Scholar: 116
Establishing a team-based coaching process

J Ashton, J Wilkerson Nursing Management 1996

As our organization restructured management, it became clear that a new process for employee performance planning was needed. A new management model was implemented a Shawnee Mission Medical Center (SMMC), a 383-bed metropolitan Kansas City hospital. This model reduced management hierarchy to four layers: managers, administrative director...

Cites in Google Scholar: 5
Wanted: chief executive coach

L McDermott Training \& Development 1996

Discusses various aspects of executive coaching in the United States. Executive coaching avoidance; Benefits of coaching; Qualities of a good coach; Encouragement of executives to coach; Initiation of coach-the-coach effort.

Cites in Google Scholar: 25
Coaching today's executives

M Olesen Training and Development journal 1996

Presents recommendations for effective executive coaching. Institutionalization of coaching; Executives' reluctance to confide to coaches; Convincing the executive that there is a problem if it exists; Letting executives decide how they like to get information or experience. INSETS: Advice to executives; Going right to the source.

Cites in Google Scholar: 32
Mentoring in healthcare organizations. Implications for female healthcare managers.

A Rubens, M Halperin Hospital topics 1996

Although the already large number of women in the healthcare field and the demand for healthcare administrators are expected to grow into the next millennium, there are comparatively few women in healthcare management. Mentoring programs can help guide women into administrative positions in healthcare organizations.

Cites in Google Scholar: 29
Executive coaching: What’s in it for you

R Witherspoon, RP White Training \& Development 1996

Examines the roles of a coach and how they can facilitate an executive's growth. Coaches as partner who introduces new challenges, options and behaviors; Candidates for coaching; Qualifications of coaches; Results of good coaching.

Cites in Google Scholar: 0
Executive Speech Coaching: An On-Site, Individualized, Abbreviated Course in Public Speaking

SD Boyd Business Communication Quarterly 1995

Corporate executives are often plagued with poor presentation skills, and the most time-efficient, customized solution is often individual coaching. This article, written by a practicing corporate speech. coach, describes a three-session approach to corporate speech coaching that has helped speakers improve on more than a hundred differen...

Cites in Google Scholar: 10
The Evolving Professional Identity of the Association for Business Communication.

JW Gilsdorf Business Communication Quarterly 1995

Presents the 1994 presidential address to the Association for Business Communication. Discusses organizational traits for excellence, the Association's tensions and its strengths, pressures from its publics, the middle ground on language change, emphases and real-world needs, constancy and change, and the synergy of teaching and research.

Cites in Google Scholar: 1
Personal trainer, personal coach.

MM Kennedy Physician executive 1995

The increasing number of fresh faces in the management ranks, many of them with highly polished credentials but little in the way of practical experience in the work-a-day management world, has increased the need for a new consulting professional--the personal coach. There simply aren't enough volunteer mentors to accommodate the growing ...

Cites in Google Scholar: 0
Coaching windows

PG Stoltz, RE Major Management Review 1995

Gives advice on identifying opportunities for coaching sales personnel. Importance of timing; Anticipating high-leverage moments.

Cites in Google Scholar: 4
Nondirective counseling for managers: a triadic role-play preceded by cognitive structuring

JC Burch, B Smith, W Piper Simulation \& Gaming 1994

Nondirective counseling is a seldom used but potentially effective tool for managers to use when helping subordinates and others in making everyday decisions. In management training seminars, the authors experimented with a triadic role-play experience in which each participant alternately took the role of counselor, counselee, and observ...

Cites in Google Scholar: 3
Managerial coaching as a sales performance moderator

D Good Journal of Marketing Theory and Practice 1993

Successful sales managers typically invest a significant amount of time coaching salespeople. Still, despite its importance, very little is known about coaching. To extend the understanding of the manager's role in individual sales performance, 147 sales managers were surveyed concerning their participation in observing sales calls. It wa...

Cites in Google Scholar: 11
The Career-Personal Dichotomy: Perceptual Reality, Practical Illusion, and Workplace Integration

B Haverkamp, D Moore The Career Development Quarterly 1993

The implicit definitions we give to career and personal counseling reflect a dichotomy between the two areas of research and practice. The field's research focus and counseling trainees' early practice experience probably reinforce the idea that career counseling is prototypically concerned with young adult career choice. A case study of ...

Cites in Google Scholar: 38
Evaluation of a social interaction coaching program in an integrated day-care setting

JM Hendrickson, N Gardner, A Kaiser, A Riley Journal of Applied Behavior Analysis 1993

We used a multiple baseline design across teachers (with a reversal phase for 1 teacher) to evaluate the direct and indirect effects of a structured coaching procedure on the teaching behaviors of 3 day-care teachers. Structured coaching preceding daily caregiver routines resulted in (a) substantial increases in adult delivery of behavior...

Cites in Google Scholar: 77
The manager as coach

T Barry Industrial and Commercial Training 1992

In the current economic climate, companies are increasingly realizing that their management style has to change. “Downsizing” has resulted in less opportunities for promotion and managers must be able to motivate their staff and enable them to develop in their jobs. The existing management paradigm focuses heavily on control, order and co...

Cites in Google Scholar: 129
To Coach, or not to Coach- that is the question!

JO Burdett Industrial and Commercial Training 1991

The rate of change in the business environment is making managerial work more complex. Complexity not only changes the way managers think but invariably demands enhanced managerial skills in developing subordinates such that they are able to deal with the new realities. Coaching initiatives and steps taken within a large organisation to g...

Cites in Google Scholar: 0
What the “new” coaches can teach managers

RM Kanter, J Zolner Management Review 1986

Discusses the relevance of innovative coaching methods in sports to management strategies in the U.S. Parallelism between the nature of successful leadership in sports and business; Similarities between motivating players and employees to perform well in their jobs; Policy implications on personnel management.

Cites in Google Scholar: 11
Full and errant coaching effects on assigned role leaderless group discussion performance

PM Kurecka, J Austin, W Johnson, JL Mendoza Personnel Psychology 1982

The effect of coaching on Leaderless Group Discussion Performance was examined. Thirty-six female undergraduate subjects participated in six-person assigned role leaderless group discussions. Trained observers evaluated performances in each discussion, which included two 5s from each of three coaching conditions. Ss in full coaching condi...

Cites in Google Scholar: 33
Coaching clients to manage depression

R McBrien The Personnel and Guidance Journal 1981

The author presents a system of behavioral techniques that permits clients to manage their own depression. By coaching clients through the sequence of self-management procedures identified by Kahn (1976) and using the strategies offered by Lewinsohn (1975), counselors have an effective set of techniques to lead clients to successful copin...

Cites in Google Scholar: 6
Techniques for group family enrichment

S Weissman, G Montgomery The Personnel and Guidance Journal 1980

This article introduces a creative approach to family enrichment. The program emphasizes educational skill-building techniques using nontherapuetic approaches that enable families to resolve difficulties of family members. The meetings, which employ coaching and videotape feedback, enable parents and children to practice communication, co...

Cites in Google Scholar: 10
Tools for Helping Self-Development: Part 3. On-the-job coaching by the tutor

H Hague Journal of European Industrial Training 1979

The subject matter for this article is on‐the‐job coaching by the tutor/catalyst, as opposed to coaching by the boss. In some ways this is a revolutionary tool in that it is virtually unknown for management teachers to go and sit alongside a manager at his place of work and seek to help directly. And yet a visitor from Mars would not be s...

Cites in Google Scholar: 2
The Coaching Controversy.

N Rackham Training and Development Journal 1979

Knowledge can be taught effectively in the classroom, but skills can best be learned by on-the-job coaching. Coaching is a cost-effective way to reinforce new behaviors and skills until the skill feels more natural and begins to result in better performance.

Cites in Google Scholar: 68
Tools for Helping Self-Development-Part 1

H Hague Journal of European Industrial Training 1978

My last article (JEIT Vol. 1 No. 6) talked of what the catalyst or tutor could do to get self‐development started, both at organisational and individual levels. This article and the next one will look at what can be done to help self‐development along, once the climate is right and the managers have started to run with the ball. I will lo...

Cites in Google Scholar: 4
Tools for Helping Self-Development-Part 2

H Hague Journal of European Industrial Training 1978

I mentioned in one of my previous articles that one of the ways of showing that the organisational climate was right for the sort of risk‐taking implied by self‐development was to run a coaching workshop at which the principles and techniques of coaching by the boss were explained, but, more importantly, top management could take part and...

Cites in Google Scholar: 0
Coaching and counseling: How you can improve the way it's done.

VR Buzzotta, RE Lefton, M Sherberg Training & Development Journal 1977

Notes that training and advising are among the most difficult jobs confronting any manager. Professional trainers can help the manager by distinguishing 4 basic ways of counseling based on 2 fundamental dimensions, dominance–submission and hostility–warmth. In quadrant 4, where dominance and warmth meet, real communication occurs between ...

Cites in Google Scholar: 28
Why managers don't, coach

M Clarke Industrial and Commercial Training 1971

The term coaching comes from the sports field, where an experienced and knowledgeable player watches the way the less‐skilled batsman or golfer makes his shots, and suggests ways of improvement — ‘Keep your eyes on the ball, use your wrists’ and so on. Increasingly the development of subordinates is seen as a major responsibility of manag...

Cites in Google Scholar: 2
A Management Coach Concept for Management Development.

ML Kastens Training and Development Journal 1971

The author believes that a highly qualified and mature executive serving as a management coach may be a valuable method to overcome communication gaps existing between different divisions of an industry.

Cites in Google Scholar: 6
Citations (8 in Portal)
Forward in Time
Hidden in plain sight: The active ingredients of executive coaching.

D McKenna, SL Davis Industrial and Organizational Psychology: Perspectives on Sc... 2009

We propose that I/O psychologists who coach executives have overlooked psychotherapy outcome research as a source of information and ideas that can be used to improve our executive coaching practices. This research, based on thousands of studies and many meta-analyses, has converged on the conclusion that four ‘‘active ingredients’’ accou...

Cites in Google Scholar: 267
Signalling a new trend in executive coaching outcome research

E de Haan, A Duckworth International Coaching Psychology Review 2013

Purpose: This contribution argues for a new way of studying executive-coaching outcome. The argument accepts that we are not likely to get rigorous data on coaching outcome from well-designed clinical trials in the near future, and assumes a degree of effectiveness that is based upon the first indications and the more rigorous studies ...

Cites in Google Scholar: 135
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Perceived Leadership Self-Efficacy and Coach Competence: Assessing a Coaching-Based Leadership Self-Efficacy Scale

F Moen, R Federici International Journal of Evidence Based Coaching and Mentori... 2012

The first purpose of this study was to develop and test the factor structure of a multidimensional Coaching Leadership Self-Efficacy Scale (CLSES). A second purpose was to validate the CLSES through an inspection of its relation to the Coach Competence Scale (CCS). The CLSES was developed to capture important coaching leadership effica...

Cites in Google Scholar: 69
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The Effect from Executive Coaching on Performance Psychology

F Moen, E Skaalvik International Journal of Evidence Based Coaching and Mentori... 2009

In this study, the authors explore the effects of an executive coaching programme on important performance psychology variables (self-efficacy, causal attribution, goal setting, and selfdetermination). One hundred and forty-four executives and middle managers from a Fortune high-tech 500 company participated in the experiment over a pe...

Cites in Google Scholar: 170
1.14 MB
What Communications or Relational Factors Characterize the Method, Skills and Techniques of Executive Coaching?

F Moen, R Kvalsund International Journal of Coaching in Organizations 2008

This article aims to clarify executive coaching by describing the coaching process through an examination of relevant theory. Establishing a relationship based on mutuality between the coach and the coachee is central to the coaching process as we see it. For the coachee to achieve independence and greater control of his or her own learni...

Cites in Google Scholar: 51
3.03 MB
The Triggering Effect of Business Coaching on Performance Psychology

F Moen, E Skaalvik International Journal of Coaching in Organizations 2008

In this study, the authors investigated the effects of a business coaching program on important performance psychological variables. One hundred and twenty seven executives and middle managers from a branch leading Fortune high-tech 500 company participated in an experiment over a period of one year. Findings indicate that there are signi...

Cites in Google Scholar: 15
1.10 MB
Executive Coaching and the Effect on Causal Attribution

F Moen International Journal of Coaching in Organizations 2011

This article investigates the impact of a one year executive coaching experiment on intrapersonal causal attribution. The results showed that executive coaching had significant effects on the executives’ causal attributions. Causal attributions of successful achievements to strategy, ability and effort increased, whereas causal attributio...

Cites in Google Scholar: 7
1.31 MB
Perceptions of Coach Competence and Perceived Need Satisfaction: Assessing a Norwegian Coach Competence Scale

F Moen, R Federici International Journal of Coaching in Organizations 2011

One purpose of the present study was to develop and test the factor structure of a multidimensional and hierarchical instrument for measuring coaches’ competence called the Coach Competence Scale (CCS). Another purpose of the study was to validate the CCS through an inspection of the relation with the three psychological needs proposed by...

Cites in Google Scholar: 23
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