References (17 in Portal)
Back in Time
WJG Evers, A Brouwers, W Tomic Consulting Psychology Journal: Practice and Research 2006
Coaching has become an important managerial instrument of support. However, there is lack of research on its effectiveness. The authors conducted a quasi-experimental study to figure out whether coaching really leads to presupposed individual goals. Sixty managers of the federal government were divided in two groups: one group followed a ...
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404
R Kilburg Consulting Psychology Journal: Practice and Research 2004
This article introduces the 3rd Consulting Psychology Journal special issue on executive coaching and briefly examines the current status of the scientific knowledge base in the field. It compares the emergence of the empirical literature on coaching to the historical pathway created by psychotherapy and hypothesizes that research on exec...
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151
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...
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786
R Orenstein Consulting Psychology Journal: Practice and Research 2006
This article demonstrates that executive coaching efficacy can be measured empirically. It describes the application of C. P. Alderfer's & L. D. Brown's (1972) "Empathic Organic Questionnaire" to executive coaching by summarizing a case in which it was adapted and utilized, by detailing the instrument's construction and administration, an...
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141
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...
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510
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...
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881
R Kilburg Consulting Psychology Journal: Practice and Research 1996
A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...
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913
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...
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652
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M McDermott, A Levenson, S Newton People and Strategy 2007
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137
HR Hein 1989
The purpose of this study was to examine the relationship of the dimensions of psychological type, as measured by the Myers-Briggs Type Indicator, to the coaching behaviors and activities of corporate middle managers. The coaching behaviors of the 90 corporate middle managers studied included providing positive and negative feedback to em...
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13
DB Peterson 1993
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70
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 ...
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929
FA Kombarakaran, JA Yang, MN Baker, PB Fernandes Consulting Psychology Journal: Practice and Research 2008
Outcomes of this empirical study demonstrated that executive coaching is an effective method of leadership development. One hundred fourteen executives and 42 coaches were surveyed using instruments designed to gather both quantitative and qualitative data. Results indicated that executive change occurred in 5 areas: people management, re...
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418
S Bowles, CJL Cunningham, GM De La Rosa, J Picano Leadership & Organization Development Journal 2007
Purpose
– This article aims to test the effectiveness of coaching for middle and executive level managers within a large recruiting organization.
Design/methodology/approach
– Participants set goals to achieve during a 12‐month coaching programme. The sample consisted of middle managers (n=30) and executive managers (n=29) involved i...
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206
CD McCauley, MW Hughes-James Center for Creative Leadership 1994
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95
DP Young, NM Dixon Center for Creative Leadership 1996
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74
S Kampa-Kokesch 2003
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86
A Levenson Consulting Psychology Journal: Practice and Research 2009
This article addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching. A framework is introduced for identifying the business impacts of coaching. An application of the framework is presented using exploratory study data from 12 matched coach-coachee pairs showing varying degrees o...
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138
