A Grant John Wiley & Sons 2006
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70
A Freedman, S Leonard International Congress on Coaching Psychology 2015
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0
C Liu, A Pirola-Merlo, C Yang, C Huang Social Behavior and Personality 2009
The purpose of this research was to test the predictions of Team Coaching Theory (Hackman & Wageman, 2005) using 137 research and development teams in Taiwan. The results of this study partially supported Hackman and Wageman's theory. Results of the structural equation modeling (SEM) indicated that team coaching functions had positive eff...
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66
B Garvey, P Stokes, D Megginson Sage 2014
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638
J Passmore, A Fillery-Travis Coaching: An International Journal of Theory, Research and P... 2011
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564
J Passmore, D Peterson, T Freire Wiley-Blackwell 2013
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P Hawkins Kogan Page Publishers 2014
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439
P Hawkins, N Smith McGraw-Hill Education (UK) 2013
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3
SW Brown, A Grant Coaching: An International Journal of Theory, Research and P... 2010
Despite considerable organisational development research and practice suggesting that interventions in organisations should also be targeted at the group level, most organisational coaching is dyadic (one-to-one) and few models of group coaching have been developed. In Part I of this paper we present an introductory overview of group coac...
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206
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M Dassen International Journal of Evidence Based Coaching and Mentori... 2015
Team effectiveness and well-being can be negatively affected by unconscious behavioral patterns and
dysfunctional group dynamics. Becoming consciously aware of such patterns and understanding their
root cause is an important step toward rebuilding a healthy and well-functioning team. When such
issues are addressed in a team coaching se...
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32
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D Gray, A Burls, M Kogan International Journal of Evidence Based Coaching and Mentori... 2014
This paper presents findings from a proof of concept pilot study that explored the usefulness
of a new Salutogenic model in coaching practice. The model aligns with the positive mindset
inculcated in coaching, health, and wellbeing initiatives, and was developed and tested by three
coaches who work in executive coaching, eco-coaching...
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J Anzengruber International Journal of Evidence Based Coaching and Mentori... 2015
This paper examines the influence of managers’ personal time perspectives on perceived peer
coaching effectiveness. Relatively little research has been done on peer coaching in business
environments and on how to incorporate personal time perspectives into peer coaching settings. This
paper investigates the compatibility of different t...
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3
U Hultgren, S Palmer, S O’Riordan. The Coaching Psychologist 2013
his paper aims to describe a model for cognitive behavioural team coaching (CBTC), derived from existing
cognitive behavioural theories and individual coaching models. In an organisational context coaching a
team to increase well-being, instead of separate individuals, would appear on face value to be more effective.
However, it is app...
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27
C Carr, J Peters International Coaching Psychology Review 2013
Objective: This paper presents a dual case study of leadership team coaching with one government and one
corporate team. The authors discuss the findings and propose a new high performance team coaching
model.
Design: In this study, the researchers documented and compared the experience of team coaching between
their two leadership te...
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55
J Franklin, J Doran International Coaching Psychology Review 2009
Objectives: Despite increasing evidence supportive of the effectiveness of coaching there are no studies which
demonstrate that the benefits flow on to improvements in objective performance as assessed by evaluators
blind to participation in the coaching. This study examined the efficacy of two coaching programmes on
independently asse...
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82
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A Pliopas, A Kerr, M Sosinski 2014
We conducted a literature review for studies and models used in team coaching. We surveyed our Hudson Institute Coaching community. We interviewed 11 executive coaches who currently, or in the past, have vibrant team coaching practices. And we reached our own conclusions, one of which is that much more work is needed in this area. And th...
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4
S Farmer The Coaching Psychologist 2015
Since Hackman and Wageman’s description of a team coaching model (2005), subsequent commentary and research has been relatively limited compared to that of executive coaching targeted at individuals. This paper seeks to review the core terms that relate to and underpin team coaching, before focusing upon how it has been described and defi...
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17
D Clutterbuck Sage Publications Inc. 2014
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1668
D Clutterbuck Sage Publications Inc. 2010
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1668
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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...
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26
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N Moye, M Allen International Journal of Coaching in Organizations 2007
In this article, Moye and Allen discuss the importance of, and practice of, developing an individual’s capacity to lead at the early career stage by instilling a learning mindset. It is often said that individuals become great leaders only through experience. this adage is true only if individuals are attentive to learning from the experi...
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1
T Fusco, S O'Riordan, S Palmer International Coaching Psychology Review 2016
Introduction: National survey data from the US suggests that over the last decade there has been a growing crisis in confidence in business and political leadership, which is possibly one reason for the increased scientific research into the emerging field of Authentic Leadership – AL. Much evidence is starting to accumulate into both a c...
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62
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P Lawrence, A Whyte International Journal of Evidence Based Coaching and Mentori... 2017
Team coaching in organisations is becoming increasingly commonplace, but there remains a lack of clarity as to what team coaching is and what makes it effective. Thirty-six team coaches with experience of working in Australia and New Zealand were interviewed in an attempt to explore what practitioners actually do. Evidence was found of mu...
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28
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S O’Connor International Journal of Evidence Based Coaching and Mentori... 2017
This article presents qualitative findings from a pilot group coaching program that was conducted within a large Australian public healthcare organisation. Using Nueman’s (2000) three phase coding system and Spector’s (1984) methodology, transcripts were analyzed for key themes (from both coachees’ and coaches’ perspectives) in response t...
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19
L Hauser Philosophy of Coaching: An International Journal 2017
At the heart of the coaching process is the core competency of questioning, often referred to as powerful questioning. Coach educators and trainers diligently teach students the importance of asking questions (versus giving advice) during coaching sessions and teach them to structure questions appropriately (such as using open versus clos...
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5
2.45 MB
E Ostrowski 2018
The challenges of entrepreneurship make learning integral to the entrepreneurial process. However, many entrepreneurs work in relative isolation and lack opportunities to engage with peers in ways that promote meaningful reflection and learning. This study explores the experience of group coaching as a setting for meaningful learning and ...
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2
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S Couch, S Rose International Coaching Psychology Review 2020
1. Objectives THIS ARTICLE aims to provide insights into the vital role of cultural sensitivity
when coaching international teams.
The objectives of the article are to:
i. share research findings on international team-member perspectives of Team Coaching (TC);
ii. demonstrate the value to team coaches of greater awareness of cultura...
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8
351 KB
P Lawrence Philosophy of Coaching: An International Journal 2021
The terms ‘systemic coaching’ and ‘systemic team coaching’ are becoming
increasingly prevalent in the team coaching literature. This emphasis on a systemic
perspective is almost inevitable given that writers in the broader team development
literature have long acknowledged the influence of factors outside the team on
events taking pla...
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9
