Executive coaching with backbone and heart
M O’Neill Jossey-Bass 2000
Cites in Google Scholar:
402
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Theory in practice: Increasing professional effectiveness.
C Argyris, DA Schon Jossey-Bass 1974
Discusses the concern that the professions are neither effective nor democratic in practice. Professional competence and its acquisition and the redesigning of professional education according to the necessities of competent practice are explored, and it is proposed that competence is based on the ability to develop theories of what to do...
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16022
The psychology of executive coaching: Theory and application
B Peltier Taylor & Francis 2001
Cites in Google Scholar:
876
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Transformative Learning and Appreciative Inquiry: Incorporating Coaching and Action for Deep Organizational Change
S Meyer, L Donovan, S Fitzgerald International Journal of Coaching in Organizations 2007
This article identifies how deep change in organizations, catalyzed by Appreciative Inquiry, and facilitated by coaching, can be the consequence of simultaneous, synergistic Transformative Learning that is experienced at the individual level and enacted at the group level. The authors examine the theoretical and structural framework of th...
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5
Citations (1 in Portal)
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Peer Coaching in Government: A Set of Case Studies
W Bergquist, J Ellis, M Barratt, M Schenck International Journal of Coaching in Organizations 2008
The co-authors of this article have all been involved in a major organizational coaching program in a Canadian territorial government. Governments throughout the world typically face uncertain futures with regard to the funding of innovative programs, such as organizational coaching. This uncertainty can be at least partially confronted, ...
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