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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 (2 in Portal)
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Creating a coaching culture

D Megginson, D Clutterbuck Industrial and commercial training 2006

Purpose – This paper aims to summarise the author's recent research into what is involved in creating a coaching culture. Design/methodology/approach – Based on a series of organisation cases six dimensions are identified and four sub‐dimensions within each, and an instrument is developed that assesses the level of development of org...

Cites in Google Scholar: 203
The performance effects of coaching: A multilevel analysis using hierarchical linear modeling

R Agarwal, CM Angst, M Magni The International Journal of Human Resource Management 2009

Drawing on the conceptual foundations of feedback and behavior modeling we investigate the effects of managers' coaching intensity on the performance of those they supervise, at multiple levels of an organizational hierarchy. Data from 328 sales associates reporting to 114 middle managers, and 93 middle managers reporting to 32 executive ...

Cites in Google Scholar: 290
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The Argument Against Coaching Cultures

N Evans The International Journal of Coaching in Organizations 2011

In recent years, a number of articles and books have been written on the subject of how to create a coaching culture in the belief that this will have a positive effect on organizational performance and other outcomes such as employee morale and retention. In this article, it is argued that this is a leap of logic derived from evidence th...

Cites in Google Scholar: 6
Citations (1 in Portal)
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Managerial coaching – A literature review

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

The term managerial coaching is often used to describe the leader’s role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is often regarded as a ‘cut down’ or simplified version of external coaching, it is suggested here that the role of the managerial coach is, in ma...

Cites in Google Scholar: 94
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