The Wild West of Executive Coaching
J Bolt Harvard business review 2005
Cites in Google Scholar:
592
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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...
Cites in Google Scholar:
136
Workplace and executive coaching: A bibliography from the scholarly business literature.
A Grant John Wiley & Sons 2006
Cites in Google Scholar:
69
Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research
K Nowack, S Mashihi 2012
Despite the popularity of 360-degree feedback, meta-analytic findings suggest that these interventions can lead to a significant change in behavior but the effect sizes are typically modest and when done poorly may lead to both disengagement and a decline in performance. The research evidence addressing practical issues for coaches to suc...
Cites in Google Scholar:
126
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...
Cites in Google Scholar:
692
Coaching and mentoring: Theory and practice
B Garvey, P Stokes, D Megginson Sage 2014
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312
Creating a coaching culture: Developing a coaching strategy for your organization
P Hawkins McGraw-Hill International 2012
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192
Human resources professionals’ perceptions of executive coaching: Efficacy, benefits and return on investment
G Dagley International Coaching Psychology Review 2006
Objectives: Human resources (HR) professionals represent a large and relatively untapped source of experiential knowledge about executive coaching. The purpose of the study was to record the perceptions of these HR professionals. Design: The study was a survey design. Methods: The practitioners completed structured interviews to elici...
Cites in Google Scholar:
61