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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 (40 in Portal)
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The effectiveness of executive coaching: What we can learn from the research literature

G Dai, MKP De Korn/Ferry Institute 2009

While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their f...

Cites in Google Scholar: 13
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A systematic review (SR) of coaching psychology: Focusing on the attributes of effective coaching psychologists.

Y- Lai, A McDowall International Coaching Psychology Review 2014

Objective: Whilst a number of narrative reviews on coaching exist, there is no systematic review (SR) yet summarising the evidence base in a transparent way. To this extent, we undertook a SR of coaching psychology evidence. Following the initial scoping and consultation phase, this focused on coaching psychologists’ attributes, such as t...

Cites in Google Scholar: 117
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People are complex and the world is messy: A behavior-based approach to executive coaching.

D Peterson John Wiley & Sons 2006

I have a simple yet fundamental assumption about coaching: The purpose is to change behavior. The core of my coaching boils down to one equally simple yet provocative question for the participant: What are you going to do differently? Implicit in that question is a focus on action and a focus on the future (rather than the past). This cha...

Cites in Google Scholar: 125
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The impact of executive coaching and 360 feedback on leadership effectiveness.

E Thach Leadership & Organization Development Journal 2002

Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual c...

Cites in Google Scholar: 520
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Why coaching?

S Wales Journal of Change Management 2003

This paper describes a piece of academic research that explores the experiences of a group of managers taking part in an externally-provided coaching programme. It describes the background to the programme, outlines the benefits identified by participants and offers a model arising from the research. Data from individual managers on the p...

Cites in Google Scholar: 266
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Executive Briefing: Case Study on the Return on Investment of Executive Coaching

MC Anderson MetrixGlobal 2002

Introduction A Fortune 500 firm launched an innovative leadership development effort that was expected to accelerate the development of next generation leaders. The participants in this effort were drawn mostly from the ranks of middle managers and from many different business units and functional areas. Leadership development activit...

Cites in Google Scholar: 68
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Coaching for high performance

P Chiaramonte, A Higgins Business Quarterly 1993

Explains how the same techniques used to motivate high-performance athletes can be used to motivate employees and help them to adopt to change. Common interests of business managers and athletics coaches; Creation of a vision of what is possible; Challenging a commitment to excellence; Confronting fears and overcoming barriers.

Cites in Google Scholar: 30
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Executive coaching: A review and agenda for future research

DC Feldman, MJ Lankau Journal of management 2005

The use of executive coaching as a developmental intervention for managers has increased dramatically during the past decade. Consequently, there has been a burgeoning practitioner literature on the topic of executive coaching. Empirical research on executive coaching, however, has lagged far behind, and theoretical work on the processes ...

Cites in Google Scholar: 958
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The state of play in corporate coaching: current and future trends

P Bluckert Industrial and Commercial Training 2004

In this article the author, Managing Director of the leading coaching and coach training company, Peter Bluckert Coaching, and founder member of the European Mentoring and Coaching Council, sets out a personal view on the current state of the coaching market. That market, and, indeed, the profession of coaching, is fairly young, but it is...

Cites in Google Scholar: 69
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Managerial growth: A coaching case study

H Wade Industrial and commercial Training 2004

Presents a case study looking at the challenges faced by the author, a consultant, in finding the key to open a way through the barriers and ensuring a senior manager was strong enough to sustain and develop her newfound aptitudes. Describes the methodology, its application and what was achieved. Discusses coaching styles and who is respo...

Cites in Google Scholar: 17
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Do we really understand coaching? How can we make it work better?

B Redshaw Industrial and Commercial training 2000

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in, they also become better and proactive learn...

Cites in Google Scholar: 216
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Coaching for results

P King, J Eaton Industrial and commercial training 1999

Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achiev...

Cites in Google Scholar: 135
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Executive leader coaching as a strategic activity

L Smith, J Sandstrom Strategy \& Leadership 1999

This article explores the strategic validity of executive leader coaching. The authors offer the definition of executive coaching and the distinguishing factors of this professional industry and present three primary strategic interventions that executive coaches make in upgrading the performance of leaders, executive teams, and the organ...

Cites in Google Scholar: 36
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Coaching a leader: leveraging change at the top

L Giglio, T Diamante, JM Urban Journal of Management Development 1998

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trou...

Cites in Google Scholar: 118
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Wanted: chief executive coach

L McDermott Training \& Development 1996

Discusses various aspects of executive coaching in the United States. Executive coaching avoidance; Benefits of coaching; Qualities of a good coach; Encouragement of executives to coach; Initiation of coach-the-coach effort.

Cites in Google Scholar: 25
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To Coach, or not to Coach- that is the question!

JO Burdett Industrial and Commercial Training 1991

The rate of change in the business environment is making managerial work more complex. Complexity not only changes the way managers think but invariably demands enhanced managerial skills in developing subordinates such that they are able to deal with the new realities. Coaching initiatives and steps taken within a large organisation to g...

Cites in Google Scholar: 0
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The long-term independently assessed benefits of coaching: A controlled 18-month follow-up study of two methods

J Franklin, A Franklin International Coaching Psychology Review 2012

Objectives: An earlier study by Franklin and Doran (2009) provided the first evidence that coaching benefits objective performance as assessed by evaluators’ blind to participation in coaching. This study examines the efficacy of two coaching programmes on independently evaluated academic performance 12 and 18 months after the completi...

Cites in Google Scholar: 37
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Cognitive coaching: A foundation for renaissance schools.

A Costa, R Garmston 1994

This book offers guidelines for understanding the role and power of cognitive coaching to improve teacher effectiveness. Cognitive coaching is nonjudgmental, relies on trust, facilitates mutual learning, and enhances growth toward working independently with others. A coaching relationship can be established among fellow teachers, administ...

Cites in Google Scholar: 1935
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Citations (1 in Portal)
Forward in Time
 
Walking a mile in an executive’s shoes: The influence of shared client-coach experience on goal achievement

AT Chinn, JP Richmond, JL Bennett International Coaching Psychology Review 2015

Objectives: To evaluate the relationship between shared industry or professional experience and client goal achievement. Design: An exploratory, quantitative approach was taken to survey the degree to which shared experience influenced the client’s coach selection decision and the impact on client goal achievement. Results: Findings ...

Cites in Google Scholar: 9
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