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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 (6 in Portal)

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Academic background and credibility in executive coaching effectiveness

G Bozer, S C., S C. Personnel Review 2014

Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in g...

Cites in Google Scholar: 163

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Coaching leaders in middle and executive management: Goals, performance, buy-in

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: 206

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Does coaching work or are we asking the wrong question?

A Fillery-Travis, D Lane International Coaching Psychology Review 2006

Within the context of an expanding market for coaching in all its forms organisations are asking the questions ‘Does coaching work?’ They seek evidence of a return on investment. We argue within this paper that this is the wrong question. Before we can ask whether coaching works we must ask how is it being used, is a coherent framework of...

Cites in Google Scholar: 334

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When middle managers are doing employee coaching

OM Spaten, W Flensborg International Coaching Psychology Review 2013

Objectives: Until now, rather limited empirical research has been conducted as regards managers who coach their employees (Crabb, 2011). The aim of this research was to investigate the managers’ challenging and successful experience when coaching their employees and how these coaching sessions were assessed by their employees. Design:...

Cites in Google Scholar: 26

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Developmental coaching: Business benefit--fact or fad? An evaluative study to explore the impact of coaching in the workplace

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: 143

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Positive coaching with frontline managers: enhancing their effectiveness and understanding why

N Yu, CG Collins, M Cavanagh, K White, G Fairbrother International Coaching Psychology Review 2008

Coaching is increasingly being used in the health sector, with staff and patients. Despite this increase there is only a small body of empirical evidence that demonstrates the effectiveness of coaching in health care settings. Objectives: This study evaluated the effectiveness of a workplace coaching programme (WCP) aimed at enhancing...

Cites in Google Scholar: 57

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Spot-Coaching: A new approach to coaching for organisations operating in the VUCA environment

W Wilson, C Lawton-Smith International Coaching Psychology Review 2016

Objectives: This study evaluated the outcomes of a new delivery format for coaching in a volatile, uncertain, complex and ambiguous (VUCA) environment. It reviewed the impact on individuals of making external executive coaches available for individual coaching conversations to all employees at the TalkTalk Telecom Group. The research obje...

Cites in Google Scholar: 25

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What are the challenges of introducing internal coaching in a VUCA context?

P Williams International Journal of Evidence Based Coaching and Mentori... 2017

This paper explores the perceived challenges an organisation may face when planning to introduce internal coaching into a fast-paced, volatile, uncertain, complex and ambiguous (VUCA) environment. Using a case study methodology, the research is based on 14 semi-structured interviews and interrogation of company documents. The study reveal...

Cites in Google Scholar: 14

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