Results - Stream

Coaching from a systemic perspective: A complex adaptive conversation.

M Cavanagh John Wiley & Sons 2006

Coaching psychology and the scientist-practitioner model.

M Cavanagh, A Grant Routledge 2006

Toward a profession of coaching: Sixty-five years of progress and challenges for the future.

M Cavanagh, A Grant International Journal of Evidence Based Coaching and Mentori... 2004

The coaching industry has reached a key important point in its maturation. This maturation is being driven by at least three interrelated forces: (1) accumulated coaching experience; (2) the increasing entry of professionals into coaching from a wide variety of prior backgrounds; and (3) the increasing sophistication of management and ...

Executive coaching.

H Levinson Consulting Psychology Journal: Practice and Research 1996

Executive coaching requires the ability on the part of the coach to differentiate coaching from psychotherapy while using basic psychological skills and insights. It is usually short term and issue focused. At high executive levels, its success depends heavily on the consultant's knowledge about contemporary management and political issue...

Meta-analysis of psychotherapy outcome studies.

M Smith, G Glass American Psychologist 1977

Executive coaching: An outcome study.

K Wasylyshyn Consulting Psychology Journal 2003

While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...

Executive coaching: A comprehensive review of the literature.

S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001

The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...

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...

Executive coaching with backbone and heart

M O’Neill Jossey-Bass 2000

Coaching and executive character: Core problems and basic approaches.

RR Kilburg Consulting Psychology Journal: Practice and Research 1997

This article explores three major problems often encountered by consultants who are engaged to coach executives and who confront difficulties related to the character of their clients: executive character as a complex adaptive system that influences the unconscious aspects of organizational life, unconscious psychological conflict as a ke...

Executive coaching at work: The art of one-on-one change.

DB Peterson Consulting Psychology Journal: Practice and Research 1996

Outlines the 5 research-based strategies that guide one-on-one coaching by a management consulting firm: forge a partnership, inspire commitment, grow skills, promote persistence, and shape the environment. The case study of a typical targeted coaching participant (a female executive who sought to develop stronger relationships with inter...

Business-linked executive development: Coaching senior executives.

T Saporito Consulting Psychology Journal: Practice and Research 1996

Presents a model of executive coaching based on the organizational requirements that shape the leadership factors to be considered in the coaching process. Consultants must clearly shape their coaching to reflect these dimensions if they are to be effective in helping to increase the effectiveness of their individual clients. Consulting i...

Masterful coaching: Extraordinary results by impacting people and the way they think and work together

RA Hargrove Pfeiffer & Company 1995

An iterative approach to executive coaching.

RC Diedrich Consulting Psychology Journal: Practice and Research 1996

Provides consulting psychologists with an overview of an approach to executive coaching that took place over 3 yrs with a troubled leader. An ongoing 360-degree assessment together with numerous "loops" of feedback and developmental counseling sessions served as the baseline for coaching an autocratic and coercive but valued executive. Th...

Coaching executives.

LL Tobias Consulting Psychology Journal: Practice and Research 1996

Describes a systems-based approach to executive coaching that attempts to maximize the consideration of contextual factors. The case study of a 44-yr-old male executive illustrates this approach. The author notes that perhaps the greatest danger in coaching individuals from organizations in which there is no ongoing consulting relationshi...

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...

Coaching from the humanistic perspective

D Stober Wiley & Sons 2006

Evidence-Based Practice: A Potential Approach for Effective Coaching

D Stober, L Wildflower, D Drake International Journal of Evidence Based Coaching and Mentori... 2006

As coaching develops as an emerging profession, it is vital for coaches to begin integrating evidence from both coaching-specific research and related disciplines, their own expertise, and an understanding of the uniqueness of each client. Evidence-based practice (EBP) encompasses these three endeavors in designing interventions aimed ...

Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program.

L Boyce, R Jackson, L Neal Journal of Management Development 2010

Purpose – This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching. Design/methodology/approach – Data collected ...

Building the coaching alliance: Illuminating the phenomenon of relationship in coaching.

T Kemp Jossey-Bass 2011

Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship

P Ianiro, C Schermuly, S Kauffeld Coaching: An International Journal of Theory, Research and P... 2013

There is growing evidence that coaching is effective. However, little is known about the process variables critical for coaching success. This article investigates the role of the two interpersonal behaviour dimensions affiliation and dominance in the formation of a positive coaching relationship and in coaching success. The interaction o...

Moderating factors of the Van Egmond Coaching Model (VECM)

J Bouwer, J van Egmond International Coaching Psychology Review 2012

Objectives: Identifying those (moderating) factors that are instrumental in the successful completion of a coaching trajectory that is based on the Van Egmond Coaching Model (VECM). Design: Qualitative. Methods: Data were collected by means of three questionnaires: a semi-structured questionnaire for the clients; a semi-structured que...

Co-creating an optimal coaching alliance: A Cognitive Behavioural Coaching perspective

A O’Broin, S Palmer International Coaching Psychology Review 2009

This paper reviews the coaching relationship from a Cognitive Behavioural Coaching (CBC) perspective. Using empathy as one example of a key relationship component it identifies how building, establishing and maintaining an optimal coaching alliance for the specific coachee, through an explicit process of negotiation and renegotiation e...

Shifting perspectives: One year into the development of the British Psychological Society Special Group in Coaching Psychology in the UK

A Whybrow, S Palmer International Coaching Psychology Review 2006

Objectives: This paper presents the findings from a follow-up survey exploring the practice and opinions of the membership of the Special Group in Coaching Psychology (SGCP). Design: The study was cross sectional in design. Method: This survey of Coaching Psychologists was conducted in December, 2005, 12 months after the formation of ...

The impact of coachee personality traits, propensity to trust and perceived trustworthiness of a coach, on a coachee’s trust behaviour in a coaching relationship

N Terblanche, M Heyns SA Journal of Industrial Psychology 2020

Orientation: Coaching continues to grow in importance as a learning and developmental intervention in organisations. It is therefore important to understand what makes coaching successful. Research purpose: The coaching relationship is a known predictor of coaching success, and trust is a key ingredient of a high-quality coach–coachee...