Results - Stream

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...

Coaching for change

J Bennett, M Bush Routledge 2014

Workplace and executive coaching: A bibliography from the scholarly business literature.

A Grant John Wiley & Sons 2006

It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships.

J Gregory, P Levy Consulting Psychology Journal: Practice and Coaching: An Int... 2011

Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables ...

Coaching and mentoring: Theory and practice

B Garvey, P Stokes, D Megginson Sage 2014

Psychology's unique contribution to solution-focused coaching: Exploring clients' past to inform their present and design their future

T Kemp Australian Academic Press 2005

Assessing the efficacy of a cognitive behavioural executive coaching-programme

V Libri, T Kemp International Coaching Psychology Review 2006

Objectives: Cognitive behavioural techniques have been the mainstay of psychological treatment for many psychologists in clinical practice. However, there is little known in relation to the efficacy of cognitive behavioural techniques for performance enhancement within a non-clinical setting, such as those found in organisational envir...

Integrating action learning practices into executive coaching to enhance business results

V Vaartjes International Journal of Evidence Based Coaching and Mentori... 2005

Coaching-based development is growing in prominence as a means of enhancing the achievement of leadership outcomes in Australian business. This article seeks to demonstrate how the application of the practices associated with action learning can be applied to support the achievement of practical outcomes within group-based executive co...

Exploring the meaning of coaching for newly appointed senior leaders in their first twelve to eighteen months in role

G Reynolds International Journal of Evidence Based Coaching and Mentori... 2011

Newly appointed senior leaders are typically expected to “hit the ground running” and start making a difference within a few weeks of their arrival. This study explores how they articulate and interpret their experience of coaching during their transition period. Using a phenomenological based approach, the empirical research involved ...

The role of coaching in managing leadership transitions

AS Bond, N Naughton International Coaching Psychology Review 2011

The transition into a new leadership role can be extremely challenging to navigate and is one where leadership transition coaching may benefit both the individual and the organisation. This paper reviews the literature on the nature of leadership transition coaching in the workplace. It highlights commonly reported leadership transitio...

A new model of sustainable change in executive coaching: coachees’ attitudes, required resources and routinisation

N Koroleva International Journal of Evidence Based Coaching and Mentori... 2016

The existing literature lacks theoretical and empirical research when exploring the phenomenon of sustainable change as a result of executive coaching. Despite the rapid growth of executive coaching, there is a disconnection between practice and academic research in assessing sustainable change. This means that reflective practitioners fa...

Integral Intelligence™: Unleashing Potential in Leaders and Organizations

D Stoneham, P Weger, D Rocco International Journal of Coaching in Organizations 2006

In this article, the authors describe a novel approach to coaching and leadership development that uses a holistic model, Integral Intelligence™, to generate significant expansion of the capacity and capability of leaders and their teams. Examples from their experience working with thirty leaders from the west division of Comcast Communic...