Results - Stream

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...

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...

A critical review of executive coaching research: a decade of progress and what's to come

J Passmore, A Fillery-Travis Coaching: An International Journal of Theory, Research and P... 2011

Coaching For Increased Profitability: How to Deliver and Demonstrate Tangible Results to the Bottom Line

Metrix Globabl 2003

Solution-focused coaching: Managing people in a complex world

J Greene, A Grant Pearson Education 2003

A theory of team coaching

J Hackman, R Wageman Academy of Management Review 2005

After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when co...

Executive coaching

G Blackman-Sheppard Industrial and Commercial Training 2004

Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...

Managing Emotions at Work: How Coaching Affects Retail Support Workers’ Performance and Motivation

E Cox, C Patrick International Journal of Evidence Based Coaching and Mentori... 2012

Working with people invariably involves managing emotions. This qualitative study examines a coaching intervention designed to help a group of retail support workers in one mobile communications organisation in the UK to articulate and manage their emotions more effectively in order to improve workplace relations and motivation. The p...

Beyond time management: how the latest research on time perspective and perceived time use can assist clients with timerelated concerns

I Boniwell International Journal of Evidence Based Coaching and Mentori... 2005

In this article questions such as “What is a good use of time?” and “How can one’s relationship with time contribute to their well-being?” are raised and discussed with regard to empirical research on various aspects of psychology of time. In the fist part of the paper, the construct of time perspective is considered. It is argued that...

The Contextual Imperative: Implications for coaching and mentoring

E Cox International Journal of Evidence Based Coaching and Mentori... 2003

This paper examines the impact of context on the development of coaching and mentoring practice. Qualitative research was undertaken with mentors working in the voluntary sector in the United Kingdom and this is combined with the author’s own reflections on coaching practice, in order to examine the role that contextual knowledge and ...