Results - Stream

Self-efficacy: The exercise of control

A Bandura Freeman 1997

Understanding implicit models that guide the coaching process.

R Barner, J Higgins Journal of Management Development 2007

Purpose – This paper seeks to provide readers with a better understanding of four theory models that inform coaching practice, and to reflect on how the theoretical approach that one adopts is likely to shape one's coaching practice. Design/methodology/approach – This article is based on the authors' combined 30 years of experience a...

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...

A quasi-experimental study on management coaching effectiveness.

WJG Evers, A Brouwers, W Tomic Consulting Psychology Journal: Practice and Research 2006

Coaching has become an important managerial instrument of support. However, there is lack of research on its effectiveness. The authors conducted a quasi-experimental study to figure out whether coaching really leads to presupposed individual goals. Sixty managers of the federal government were divided in two groups: one group followed a ...

Executive coaching: Towards a dynamic alliance of psychotherapy and transformative learning processes.

D Gray Management Learning 2006

Coaching is emerging as a major professional development and performance enhancement process. There are, however, few professional development programmes aimed at coaches themselves, and no internationally recognized qualification or professional standard. Much of the literature on coaching has been written by those with a human psycholog...

Executive coaching.

H Levinson Consulting Psychology Journal: Practice and Research 1996

Executive coaching requires the ability on the part of the coach to differentiate coaching from psychotherapy while using basic psychological skills and insights. It is usually short term and issue focused. At high executive levels, its success depends heavily on the consultant's knowledge about contemporary management and political issue...

Maximizing the impact of executive coaching: Behavioral change, organizational outcomes, and return on investment.

J McGovern, M Lindemann, M Vergara, S Murphy, L Barker, R Wa... Manchester Review 2001

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...

Executive coaching: Developing managerial wisdom in a world of chaos.

R Kilburg American Psychological Association 2000

The unrelenting pace of business in modern organizations places constant pressure on employees, challenging the physical and emotional resources of both staff and supervisors. Consultants have become familiar with the survivalist mentality among workers, each struggling to improve production, solve intractable conflict, and chart realisti...

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...

Executive coaching: A conceptual framework from an integrative review of practice and research

B Joo Human Resource Development Review 2005

Executive coaching has become increasingly popular despite limited empirical evidence about its impact and wide disagreement about necessary or desired professional qualifications. This article examines the practice of executive coaching, investigating the useful underlying theories by reviewing previous research. It also provides a conce...

Practical Recommendations for Enhancing Leadership Coaching.

H Bolen, K Fuhrmeister, B Dattner, L Nieminen, D Peterson SIOP Conference 2015 2015

Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self efficacy.

de Haan. E., A Duckworth, D Birch, C Jones Consulting Psychology Journal 2013

This article argues for a new way of studying executive-coaching outcomes, which is illustrated with a study based on data from 156 client– coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as that demonstrated...

Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context.

T Theeboom, B Beersma, AEM van Vianen The Journal of Positive Psychology 2014

Whereas coaching is very popular as a management tool, research on coaching effectiveness is lagging behind. Moreover, the studies on coaching that are currently available have focused on a large variety of processes and outcome measures and generally lack a firm theoretical foundation. With the meta-analysis presented in this article, we...

Coaching for Professional Development

J DiGirolamo 2015

Coaching can be an effective and integral component of leadership development programs. Popular among human resource professionals and clients, coaching facilitates leaders’ professional growth and helps to build a powerful team—from executives to first-line managers and team leaders. Coaching has a proven track record of success, and man...

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 ...

Coaching New School Principals during Their Professional Integration: Exploring Opportunities for Improvement

N Lauzon Journal of Education and Human Development 2015

The general objective of this study is to examine the coaching offered by Québec school boards to new school principals during their professional integration period. More specifically, it aims to study coaches’ perceptions of: 1) the positive impacts expected from executive coaching, 2) the factors that facilitate this coaching, and 3)...

Travelling Together: What does Coaching Offer Creative Writers?

E Forbes International Journal of Evidence Based Coaching and Mentori... 2014

This interpretive study explores what coaching offers to creative writers using the imagery of writers as travellers through a landscape. Semi-structured interviews were undertaken with coaches and writers; data analysis used an inductive approach. Findings underlined the importance of the coach-coachee relationship and shed light on t...

Psychodynamic Group Executive Coaching: A Literature Review

G Ward, E van de Loo, S ten Have International Journal of Evidence Based Coaching and Mentori... 2014

Group coaching is growing as a leadership development intervention for executives, in business schools and organizations. Benefits include economies of scale, diversity of perspectives, and behavioural change. We studied the psychodynamic group coaching intervention technique practiced at a global business school. This intervention ha...

A Work Behaviour Analysis of Executive Coaches

G Newsom, EB Dent International Journal of Evidence Based Coaching and Mentori... 2011

This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Survey and takes the initial steps in validating this instrument. It then explores the frequency of specific work Behaviours executive coaches use in their client interactions and examines the variability in these behaviours based on demogr...

“It can be Life-Changing”; an Interpretative Phenomenological Analysis of the Coach and Coachee’s Experience of Psychometrics in Coaching

T Buckle International Journal of Evidence Based Coaching and Mentori... 2012

This research explores the coach and coachee’s experience of psychometrics in coaching with specific reference to the conversation and the relationship. Three coaches and three coachees were recruited and IPA informed the data collection and analysis. The results indicate that psychometrics affect the speed at which issues are accessed...

A method to improve the coachparticipant match in executive coaching

K Gehlert, NH Anderson The Coaching Psychologist 2013

To prepare executives for the competitive and dynamic world of business, MBA and EMBA programmes have begun using executive coaching to develop high-functioning executives. Of the top 10 EMBA programmes discussed in the 2011 US News and World Report, all offered some form of executive coaching to their students. Despite this, many prog...

The Coaching Alliance as a universal concept spanning conceptual approaches

A O’Broin, S Palmer Coaching Psychology International 2010

This article proposes that regardless of the conceptual coaching approach, the coaching alliance is a universal concept related to positive coaching outcome. Drawing from coaching and coaching psychol- ogy research, counselling and psychotherapy outcome research and applications across allied domains, the Coaching Alliance is defined a...

‘If I learn do we learn?’: The link between executive coaching and organizational learning

J Swart, J Harcup Management Learning 2013

This article contributes to the organizational learning literature by providing empirical evidence of how coaching enables the translation from individual learning into collective learning, i.e. enacting behaviours, enacting a coaching approach and embedding collective learning processes. It draws on interview data gathered in two law fir...

Executive coaching: Does coach-coachee matching based on similarity really matter?

G Bozer, B- Joo, J Santora Consulting Psychology Journal: Practice and Research 2015

Although executive coaching has become increasingly popular in the corporate world for the last 2 decades, there have been few empirical studies on how the match between coach and coachee affects the coaching relationship. The purpose of this study was to examine the effects of gender similarity and perceived similarity on executive-coach...

Walking a mile in an executive’s shoes: The influence of shared client-coach experience on goal achievement

AT Chinn, JP Richmond, JL Bennett International Coaching Psychology Review 2015

Objectives: To evaluate the relationship between shared industry or professional experience and client goal achievement. Design: An exploratory, quantitative approach was taken to survey the degree to which shared experience influenced the client’s coach selection decision and the impact on client goal achievement. Results: Findings ...

Supervision in Action

E de Haan Open University Press 2012

A Trojan Horse? The Implications of Managerial Coaching for Leadership Theory

V Anderson Human Resource Development International 2013

This paper examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line-managers are analysed to: identify the behaviours associated with managerial coaching; examine factors that affect the propensity of managers to undertake coaching; and discuss the impli...

‘Good question’: Exploring the experiences of generating questions in coaching

G Wallis International Journal of Evidence Based Coaching and Mentori... 2016

This research uses heuristic inquiry to provide insight into experiences of generating questions in coaching. Eight experienced coaches, recruited as co-researchers, shared their experiences of generating coaching questions via post-coaching reflections and conversational interviews. Thematic analysis of the data identified that coaches n...

Insights into the nature and role of listening in the creation of a co-constructive coaching dialogue: A phenomenological study

P Hill International Journal of Evidence Based Coaching and Mentori... 2016

Despite its importance, there seems to be no research into listening in coaching. Of the few texts that explore it, only Cox (2013) presents a theoretical foundation. In contrasting coaching’s constructivist nature with therapy’s reconstructive disposition, Cox suggests that misunderstandings are key, causing coach and client to review th...

Leadership Team Coaching; a trust-based coaching relationship

S Wotruba International Journal of Evidence Based Coaching and Mentori... 2016

The coaching relationship is seen as integral to individual coaching, but less is known about the nature of the relationship within a team coaching context. This study explores the importance that leadership team coaching practitioners attach to the coaching relationship and as a consequence what that means for how they work with teams. A...

A grounded theory study of how executive coaches help professionals deal with workplace intimidation

A Fields 2016

A grounded theory research design was used to explore how executive coaches help professionals deal with workplace intimidation. Workplace intimidation has a negative impact on targets of repeated hostile actions and language directed toward them by another employee at work. The phenomenon also has a negative effect on organizations in t...

Effectiveness of Leadership Coaching—An Integrated Evaluation Framework

W Hofmans 2015

The evaluation of the exact impact of executive coaching on both individuals and organisations is lagging behind. This has been demonstrated by the few empirical studies which link coaching to improved outcomes. This particular research project focuses on the coaching of leaders in organisations. It draws on resources from the fields of L...

Executive coaching: The age factor

L Tamir, L Finfer Consulting Psychology Journal: Practice and Research 2016

Lifespan psychology suggests that executives in their 30s, 40s, and 50s represent different maturational levels and professional experience. To date, research has not explored the relationship between the age of an executive and the coaching process or coaching outcomes. We hypothesized that executives in these age ranges would respond di...

How do novice business coaches identify the boundary between coaching and counselling?

A Eniola International Journal of Evidence Based Coaching and Mentori... 2017

The coaching/counselling boundary is much talked about and yet there has been little research into how novice coaches identify the boundary in practice. This article explores how novice business coaches attempt to identify the boundary in their practice. The research employs a constructivist grounded theory approach, with seven novice bus...

A Critical Review Of Qualitative Research Outcomes In Executive Coaching And Mentoring

T Erodes EMCC Mentoring and Coaching Research Conference 2017

What do we know from qualitative research in coaching and mentoring about client attributes that may be important to effectiveness?

The Coaching Relationship – and beyond

O Spaten, A O’Broin, L Løkken Coaching Psykologi 2016

In the coaching context of an ongoing search for evidence-based research, and increasing interest in the ‘active ingredients’ of coaching the impetus for ‘the coaching relationship – and beyond’ was the quest for deeper understanding of the coaching relationship as well as its influence on the outcomes of coaching. It is a presentation, o...

Where we have been, where we are now, and where we might be heading: Where next for the coaching relationship?

A O’Broin Coaching Psykologi 2016

The advent of the current stage of coaching research seeking to identify how coaching works, or the ‘active ingredients’ of coaching has taken coaching relationship research into a more prominent position. In exploring the questions of what we know about the coaching relationship and its role in coaching and coaching outcomes, and how we ...

Develop yourself, develop others? How coaches and clients benefit from train-the-coach courses

S Jordan, S Gessnitzer, S Kauffeld Coaching: An International Journal of Theory, Research and P... 2017

The majority of the numerous train-the-coach courses in the growing coaching market are not evidence-based and evaluate neither the personal development of coaches during these courses nor their effects on clients’ subsequent coaching success. The aim of our study was to investigate the development of coaches’ career-related variables dur...

Employee perceptions of managerial coaching and work engagement using the Measurement Model of Coaching Skills and the Utrecht Work Engagement Scale

R Ladyshewsky, R Taplin International Journal of Evidence Based Coaching and Mentori... 2017

This study explored the perceptions of an employee’s manager as coach behaviour and the relationship to their perceived work engagement. The Measurement Model of Coaching Skills (MMCS) by Park and colleagues and the Utrecht Work Engagement Scale (UWES) were used as the tools to measure this relationship. The MMCS was also validated furthe...

The Role Of Coaching For Relationship Satisfaction, Self-Reflection, And Self-Esteem: Coachees’ Self-Presentation Ability As A Moderator

J Rank, D Gray Consulting Psychology Journal: Practice and Research 2017

Although theoretical and applied work has emphasized the critical role of coachee personality in the coaching process, little empirical research has identified specific personality traits as moderating variables. Drawing from social-psychological theories, we examined coachees’ ability to modify self-presentation, a major facet of the sel...

An Exploratory Qualitative Study of Employee Perceptions of Effective Manager Coach-Employee Relationship

E Albarracin 2018

Previous researchers showed manager coaches face challenges setting up effective employee coaching relationships with their direct reports. Previous quantitative studies about the employee coaching relationship have not fully captured the common factors of effective coaching relationships that contribute to successful coaching outcomes. T...

Striving for autonomy: The importance of the autonomy need and its support within coaching

S Schiemann, C Mühlberger, E Jonas International Journal of Evidence Based Coaching and Mentori... 2018

Based on definitions of coaching, coaches support their clients with their self-determination as well as their self-congruent, self-valued goals; in other words and with regard to Self-Determination Theory (SDT; Deci & Ryan, 2000), coaches support their clients’ autonomy need. In this paper, we present an overview of three research studie...

Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness

T Webster International Journal of Evidence Based Coaching and Mentori... 2018

Research into workplace-training suggests actions taken by managers, such as discussing applying the training, can significantly impact the effectiveness of training. However, little is known as to whether these findings translate to workplace-coaching. This mixed-methods study gathered information on current practices involving managers ...

Client Dropout From Business Coaching

C Schermuly Consulting Psychology Journal: Practice and Research 2018

Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching b...

Reflective practice for coaches and clients: An integrated model for learning

A Hullinger, J DiGirolamo, J Tkach Philosophy of Coaching: An International Journal 2019

The literature on reflection, awareness, and self-regulation provides theoretical and empirical fruit for understanding self-processing mechanisms that enhance learning, growth, and performance. A literature review was conducted to explore the potential of reflection, awareness, and self-regulation as developmental tools for coaches. Fro...

The impact of coachee personality traits, propensity to trust and perceived trustworthiness of a coach, on a coachee’s trust behaviour in a coaching relationship

N Terblanche, M Heyns SA Journal of Industrial Psychology 2020

Orientation: Coaching continues to grow in importance as a learning and developmental intervention in organisations. It is therefore important to understand what makes coaching successful. Research purpose: The coaching relationship is a known predictor of coaching success, and trust is a key ingredient of a high-quality coach–coachee...