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References (11 in Portal)
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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 ...
Cites in Google Scholar:
426
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...
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835
G Olivero, K Bane, R Kopelman Public personnel management 1997
Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...
Cites in Google Scholar:
801
J Smither, M London, R Flautt, Y Vargas, I Kucine Personnel Psychology 2003
This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) rece...
Cites in Google Scholar:
659
M Popper, R Lipshitz Leadership & Organization Development Journal 1992
Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain) is central to coaching, describes how self‐efficacy ...
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241
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:
963
S Clegg, C Rhodes, M Kornberger, R Stilin Industrial and commercial Training 2005
Purpose
– To identify the distinguishing characteristics and future challenges for the business coaching industry in Australia.
Design/methodology/approach
– A telephone survey of business coaching firms was used to identify the main structural characteristics of the industry. Structured interviews with selected business coaches were...
Cites in Google Scholar:
86
TR Bacon Industrial and Commercial Training 2003
The purpose of coaching is to help people change, but real change is difficult for most adults. Of the two approaches to coaching – directive and nondirective – the latter is more effective in helping people change, and it is what most coachees prefer. In nondirective coaching, coaches primarily ask questions, listen, and act as thought p...
Cites in Google Scholar:
56
L Rider Industrial and Commercial Training 2002
Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. T...
Cites in Google Scholar:
47
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...
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216
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
E Leonard-Cross International Coaching Psychology Review 2010
Objectives: To contribute to research on the return on investment and business benefit of workplace
coaching by using a quasi-experimental design. Specifically, to investigate the impact that in-house coaches,
using developmental coaching approaches, had on levels of coachee self-efficacy.
Design: The study used action research (Lewin,...
Cites in Google Scholar:
149
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