L Baron, L Morin Human Resource Development Quarterly 2009
Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected f...
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624
D Peterson, J Bono, R Purvanova, A Towler Personnel Psychology 2009
Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive co...
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506
A Day, de Haan. E., C Bertie, C Sills International Coaching Psychology Review 2010
Purpose: In this study descriptions of critical moments of coaching as experienced by both executive coaches and their clients are analysed and compared, to find out more about what works in coaching conversations.
Design/Methodology: This is a real-time direct-comparison study of coaches’ and clients’ critical-moment experiences with...
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83
de Haan. E., A Duckworth The OMC Coach and Mentor Journal 2010
Cites in Google Scholar:
9
de Haan. E., V Culpin, J Curd Personnel Review 2011
Purpose – Executive coaching is gaining in popularity, both as part of personal or organisational development programmes and as a tailored form of individual consulting. The purpose of this study is to examine how various aspects of the executive coaching intervention make a difference to the clients of coaching themselves.
Design/meth...
Cites in Google Scholar:
356
de Haan. E., C Niess Consulting Psychology Journal: Practice and Research 2012
Descriptions of critical moments of coaching, defined as exciting, tense, or significant moments from the time spent in the coaching conversation experienced by an executive coach and one of his clients, are analyzed and compared. Positioned within a tradition of analyzing critical-moment descriptions, the study makes use of data collecte...
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63
G Dai, MKP De, R Lee An International Journal of Theory, Research and Practice 2009
The popularity of executive coaching has increased dramatically in both the practitioner world and academia during the past decade. However, evaluating the effectiveness of coaching has lagged behind. Executive coaching is a multi-disciplinary practice, and professionals from many different scholarly backgrounds provide coaching services....
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328
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...
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13
L Boyce, K Ely, J Nelson, S Zaccaro, G Hernez-Broome, W Whym... The Leadership Quarterly 2010
Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation...
Cites in Google Scholar:
610
M Cavanagh, A Grant Australian Psychologist 2007
Coaching and coaching psychology offer a potential platform for an applied positive psychology and for facilitating individual, organisational and social change. Experts from around the world were invited to comment on the emerging discipline of coaching psychology and the commercial coaching industry. Several key themes emerged including...
Cites in Google Scholar:
266
R Hooijberg, N Lane Academy of Management Learning & Education 2009
Many executive education programs that are focused on leadership now use multisource feedback. Both the faculty and clients then hope that providing this feedback will lead to performance improvements. Multisource feedback research has shown, however, that the extent to which improvement occurs depends on a variety of personality variable...
Cites in Google Scholar:
128
J Passmore, S Jowett, K Kanakoglou Consulting Psychology Journal: Practice and Research 2012
Executive coaching is an intervention that organizations often use to enhance managers' opportunities, develop skills, promote knowledge and reflectivity, as well as improve overall performance. An effective working relationship has been considered a necessary condition for the success of executive coaching. Thus, the present study aimed ...
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134
H Law John Wiley & Sons 2013
Cites in Google Scholar:
299
E Nelson, R Hogan International Coaching Psychology Review 2009
Dysfunctional personality characteristics can derail the career of an otherwise competent executive. Personality predicts both leadership effectiveness and derailment, and assessment of these characteristics is critical for effective coaching and leader development. This paper reviews the relationship between personality and leadership an...
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159
MBA O'Neill Jossey-Bass 2007
Book Description: Praise for Executive Coaching with Backbone and Heart "In this book, O'Neill brings form and structure to the art of executive coaching. Novices are provided a path while seasoned practitioners will find affirmation." --Daryl R. Conner, CEO and president, ODR-USA, Inc. "Mary Beth O'Neill's executive coaching gave me the ...
Cites in Google Scholar:
400
S Palmer, L Stewart Development and Learning in Organizations: An International ... 2009
Purpose
– The purpose of this paper is to raise organization's and practitioner's awareness of how to maximise coaching investment via enhancing coaching transfer.
Design/methodology/approach
– This paper is based on a research project that comprised two sub‐studies. The first employed used semi‐structured interviews and qualitative ...
Cites in Google Scholar:
27
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
B Garvey, P Stokes, D Megginson Sage 2014
Cites in Google Scholar:
638
AM Grant, J Passmore, M Cavanagh, HM Parker, others Wiley-Blackwell 2010
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521
P Hawkins McGraw-Hill International 2012
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234
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A Grant 2012
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156
E de Haan, A Duckworth International Coaching Psychology Review 2013
Purpose: This contribution argues for a new way of studying executive-coaching outcome. The argument
accepts that we are not likely to get rigorous data on coaching outcome from well-designed clinical trials in
the near future, and assumes a degree of effectiveness that is based upon the first indications and the more
rigorous studies ...
Cites in Google Scholar:
145
AM Grant Wiley-Blackwell 2013
Cites in Google Scholar:
206
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...
Cites in Google Scholar:
215
95 KB
G Ledgerwood International Journal of Evidence Based Coaching and Mentori... 2003
This paper uses an exploration of recent developments in corporate theory and human
resources development to suggest that successful corporate systems emerging out of
international business turbulence since 1990 constitute entrepreneurial networks
rather than bureaucratic hierarchies. Enterprise networks require forms of human
resourc...
Cites in Google Scholar:
16
J Sparrow International Coaching Psychology Review 2007
Objectives: There is increasing recognition of coaching’s situated nature. Different emphases in coaching
are being utilised in different contexts with differing performance expectations. Life coaching has witnessed
rapid growth within the last five years, primarily outside but increasingly within the workplace. The
objective of this r...
Cites in Google Scholar:
25
S Sonesh, C Coultas, S Marlow, C Lacerenza, D Reyes, E Salas Consulting Psychology Journal: Practice and Research 2015
Although executive coaching has been shown to be effective, few research initiatives have attempted to understand the importance of the emergent relationship between a coach and coachee. This article explores the factors that influence coaching outcomes from both the coach and coachee’s perspective and presents the results of the mediatin...
Cites in Google Scholar:
94
C Coultas, E Salas Consulting Psychology Journal: Practice and Research 2015
Leadership coaching is a nearly $2 billion per year industry (International Coach Federation, 2012), and although many different theories and approaches to coaching exist, relatively little is known about the differential effectiveness of various coaching approaches. Grounded in theories germane to but that transcend coaching (e.g., socia...
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18
E de Haan Open University Press 2012
Cites in Google Scholar:
79
2.89 MB
K Burrus International Journal of Coaching in Organizations 2004
As the European’s First Executive Coaching Summit, one of the key themes discussed was what could be the European contributions to executive coaching and what some of the different cultural perceptions of coaching were. Best practices in defining coaching processes and measuring success and how executive coaching links with leadership or ...
Cites in Google Scholar:
0
2.03 MB
D Stober International Journal of Coaching in Organizations 2005
As coaching’s popularity has risen as a tool in executive and organizational development, questions of effectiveness and potential outcomes arise. Through research investigating coaching effectiveness and outcomes, different studies have fulfilled different research approaches of exploration, description, and explanation. This article dis...
Cites in Google Scholar:
29
2.22 MB
M O’Neill International Journal of Coaching in Organizations 2005
After reviewing typical dilemmas executive coaches face to identify the ROI for their services, I provide a practical plan for integrating ROI analysis into the coaching relationship. I use a case example to illustrate the method, and show how this practice preserves the client’s responsibility, not only for results, but for providing the...
Cites in Google Scholar:
14
1003 KB
L Evans, V Caesar International Journal of Coaching in Organizations 2005
Coaching is a profession that is rapidly becoming popular among both organizations and practitioners, yet there is little empirical evidence linking the results to the process. This leaves a rapidly growing industry (now $1billion annually) without universally accepted standards or guidelines. Practitioners are left to decide for themselv...
Cites in Google Scholar:
0
1018 KB
A Carter, H Wolfe, M Kerrin International Journal of Coaching in Organizations 2005
Many UK corporate purchasers perceive coaching as a widely accepted method for the development of executives’ talents in support of corporate objectives. There is, however, perceived to be a paucity of evidence about whether coaching is an effective tool for improving individual and organisational performance despite its widespread purcha...
Cites in Google Scholar:
9
B Crompton 2012
This thesis aims to address the principal question of whether business coaching directly or indirectly enhances firm financial performance and growth. The present thesis incorporates four comprehensive and inter-related studies designed to investigate the contribution of business coaching to firm growth in cohorts of start-up companies an...
Cites in Google Scholar:
59
495 KB
D Burt, Z Talati International Journal of Evidence Based Coaching and Mentori... 2017
Methodology and research supporting coaching’s effectiveness has not kept up with its growth and demand. The current literature on coaching is lacking sufficient empirical rigour and does not meet the standard required for mixed methods design. This metaanalysis investigated the outcomes of coaching, and potential moderating effects of ot...
Cites in Google Scholar:
98
188 KB
S Boysen, M Cherry, W Amerie, M Takagawa International Journal of Evidence Based Coaching and Mentori... 2018
This paper compares the measurements of organisational outcomes from executive and leadership coaching based on existing studies and research that has been conducted throughout the literature. An overview of executive and leadership coaching is provided and a case study measuring executive and leadership coaching effectiveness is reported...
Cites in Google Scholar:
34
C Schermuly Consulting Psychology Journal: Practice and Research 2018
Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching b...
Cites in Google Scholar:
19
383 KB
L Kemp Philosophy of Coaching: An International Journal 2019
Leader development requires learning new ways of behaving, which takes
sustained practice over time, yet organizations continue to focus their efforts in
traditional classroom style workshops, spending billions of dollars in the process.
This paper describes and interrogates a contemporary approach to leader
development, that includes...
Cites in Google Scholar:
0
S O'O’Connor, M Cavanagh Psychology of Well-Being: Theory, Research and Family Practi... 2013
Background: It has been argued that the quality of daily interactions within organisations effects the wellbeing of both individuals and the broader organisation. Coaching for leadership development is one intervention often used to create organisation-wide changes in culture and wellbeing. Leadership style has been associated with employ...
Cites in Google Scholar:
115
