Self-efficacy: The exercise of control
A Bandura Freeman 1997
Cites in Google Scholar:
124335
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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.
References (13 in Portal)
Back in Time
Guide for constructing self-efficacy scales.
A Bandura Information Age Publishing 2006
Cites in Google Scholar:
10781
Making coaching work: Creating a coaching culture
D Clutterbuck, D Megginson Chartered Institute of Personnel and Development 2005
Cites in Google Scholar:
325
Workplace and executive coaching: A bibliography from the scholarly business literature.
A Grant John Wiley & Sons 2006
Cites in Google Scholar:
70
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:
824
The state of executive coaching research: What does the current literature tell us and what’s next for coaching research.
J Passmore, C Gibbes International Coaching Psychology Review 2007
This paper asks the question; what do coaching psychologists bring to the developing market of executive coaching? While psychologists are trained in human behaviour, this paper argues that their real unique contribution may be their ability to undertake high quality research. The paper moves to summarise executive coaching research to da...
Cites in Google Scholar:
202
Executive coaching for results: The definitive guide to developing organizational leaders
B Underhill, K McAnally, J Koriath Berrett-Koehler Publishers 2007
Cites in Google Scholar:
133
Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study
AM Grant, L Curtayne, G Burton The Journal of Positive Psychology 2009
In a randomised controlled study, 41 executives in a public health agency received 360-degree feedback, a half-day leadership workshop, and four individual coaching sessions over 10 weeks. The coaching used a cognitive-behavioural solution-focused approach. Quantitative and qualitative measures were taken. This is the first published rand...
Cites in Google Scholar:
874
Effective coaching
M Downey Orion Business London 1999
Cites in Google Scholar:
675
Coaching for performance: GROWing People, Perfomance and Purpose
J Whitmore Nicholas Brealey Publishing 2002
Cites in Google Scholar:
29
Coaching for Action: A Report on Long-Term Advising in a Program Context.
VA Guthrie Center for Creative Leadership 1999
This report discusses ways to enhance leadership development in the work setting. It describes a type of advocate role, called process advisor (PA), that was developed specifically for individuals undergoing developmental experiences in a leadership program. The PA concept helps advisees learn with and from the PA, allowing advisees to be...
Cites in Google Scholar:
8
Coaching for clinicians.
J Driscoll, R Cooper Nursing management (Harrow, London, England: 1994) 2005
Cites in Google Scholar:
43
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
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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:
0
Citations (2 in Portal)
Forward in Time
299 KB
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...
Cites in Google Scholar:
53
Core Professional Coaching Competencies Scale
Ç Hamurcu Performance Improvement 2018
The purpose of this study is to develop a reference scale for coaching based on all ICF coaching competencies. It is through this scale that organizations can measure coaching performance to ensure the continuity of professional development in coaching.
Cites in Google Scholar:
3