Brief Coaching for Lasting Solutions
I Berg, P Szabó W. W. Norton & Company 2005
Cites in Google Scholar:
333
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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 (15 in Portal)
Back in Time
Making coaching work: Creating a coaching culture
D Clutterbuck, D Megginson Chartered Institute of Personnel and Development 2005
Cites in Google Scholar:
335
Workplace and executive coaching: A bibliography from the scholarly business literature.
A Grant John Wiley & Sons 2006
Cites in Google Scholar:
70
Behind closed doors: What really happens in executive coaching. Organizational Dynamics
D Hall, K Otazo, G Hollenbeck Organizational Dynamics 1999
Presents the results of a study sponsored by Boston University's Executive Development Roundtable that allow a critical review of the state of the practice of executive coaching. The study consisted of interviews with over 75 executives in Fortune 100 companies, as well as interviews with 15 executive coaches referred to the researchers a...
Cites in Google Scholar:
835
The state of executive coaching research: What does the current literature tell us and what’s next for coaching research.
J Passmore, C Gibbes International Coaching Psychology Review 2007
This paper asks the question; what do coaching psychologists bring to the developing market of executive coaching? While psychologists are trained in human behaviour, this paper argues that their real unique contribution may be their ability to undertake high quality research. The paper moves to summarise executive coaching research to da...
Cites in Google Scholar:
208
Executive coaching: Developing managerial wisdom in a world of chaos.
R Kilburg American Psychological Association 2000
The unrelenting pace of business in modern organizations places constant pressure on employees, challenging the physical and emotional resources of both staff and supervisors. Consultants have become familiar with the survivalist mentality among workers, each struggling to improve production, solve intractable conflict, and chart realisti...
Cites in Google Scholar:
4
Effective coaching
M Downey Orion Business London 1999
Cites in Google Scholar:
703
Knowledge for action: A guide to overcoming barriers to organizational change.
C Argyris Jossey-Bass 1993
This guide is intended to help organizational researchers involved in diagnosing organizations and helping them change. Part 1 focuses on defensive routines that limit learning at the organizational, intergroup, group, and individual levels. Part 2 focuses on the case study of a consulting firm at which a climate fostering learning and ch...
Cites in Google Scholar:
1
Building a practically useful theory of goal setting and task motivation: A 35-year odyssey.
EA Locke, GP Latham American psychologist 2002
The authors summarize 35 years of empirical research on goal-setting theory. They describe the core findings of the theory, the mechanisms by which goals operate, moderators of goal effects, the relation of goals and satisfaction, and the role of goals as mediators of incentives. The external validity and practical significance of goal-se...
Cites in Google Scholar:
12945
Coaching for performance: GROWing People, Perfomance and Purpose
J Whitmore Nicholas Brealey Publishing 2002
Cites in Google Scholar:
30
Coaching for Action: A Report on Long-Term Advising in a Program Context.
VA Guthrie Center for Creative Leadership 1999
This report discusses ways to enhance leadership development in the work setting. It describes a type of advocate role, called process advisor (PA), that was developed specifically for individuals undergoing developmental experiences in a leadership program. The PA concept helps advisees learn with and from the PA, allowing advisees to be...
Cites in Google Scholar:
8
NLP coaching
P Hayes McGraw-Hill Education 2006
Cites in Google Scholar:
24
Coaching for Commitment: Managerial strategies for obtaining superior performance
DC Kinlaw Jossey-Bass 1989
Cites in Google Scholar:
307
Back on track: The coaching journey in executive career derailment
PJ Webb International Coaching Psychology Review 2006
Executive career derailment seems to coincide with one of the most significant transitions in life - the midlife ‘crisis’. Career derailment is most commonly caused by insensitivity; both to others needs and to the individuals own developmental needs for authenticity. Executive coaches can form strong developmental relationships with d...
Cites in Google Scholar:
14
The coaching at work toolkit: A complete guide to techniques and practices
P Zeus, S Skiffington McGraw-Hill 2002
Cites in Google Scholar:
233
1.14 MB
What Communications or Relational Factors Characterize the Method, Skills and Techniques of Executive Coaching?
F Moen, R Kvalsund International Journal of Coaching in Organizations 2008
This article aims to clarify executive coaching by describing the coaching process through an examination of relevant theory. Establishing a relationship based on mutuality between the coach and the coachee is central to the coaching process as we see it. For the coachee to achieve independence and greater control of his or her own learni...
Cites in Google Scholar:
56
Citations (5 in Portal)
Forward in Time
3.03 MB
The Triggering Effect of Business Coaching on Performance Psychology
F Moen, E Skaalvik International Journal of Coaching in Organizations 2008
In this study, the authors investigated the effects of a business coaching program on important performance psychological variables. One hundred and twenty seven executives and middle managers from a branch leading Fortune high-tech 500 company participated in an experiment over a period of one year. Findings indicate that there are signi...
Cites in Google Scholar:
15
1.10 MB
Executive Coaching and the Effect on Causal Attribution
F Moen International Journal of Coaching in Organizations 2011
This article investigates the impact of a one year executive coaching experiment on intrapersonal causal attribution. The results showed that executive coaching had significant effects on the executives’ causal attributions. Causal attributions of successful achievements to strategy, ability and effort increased, whereas causal attributio...
Cites in Google Scholar:
7
1.31 MB
Perceptions of Coach Competence and Perceived Need Satisfaction: Assessing a Norwegian Coach Competence Scale
F Moen, R Federici International Journal of Coaching in Organizations 2011
One purpose of the present study was to develop and test the factor structure of a multidimensional and hierarchical instrument for measuring coaches’ competence called the Coach Competence Scale (CCS). Another purpose of the study was to validate the CCS through an inspection of the relation with the three psychological needs proposed by...
Cites in Google Scholar:
27
The warmness seed: long-term fruits of coaching
P Henriques, C Curado, P Matos Coaching: An International Journal of Theory, Research and P... 2017
This study addresses three coach behaviours’ effects (warmness behaviour (WB); stimulating action (SA) and planning and structuring activities (PSA)) in two dimensions of coaching outcomes (coachee’s performance (CP) and the quality of the coach–coachee relationship (QCCR)). The paper argues that coaching is a helpful tool to achieve grea...
Cites in Google Scholar:
12
Core Professional Coaching Competencies Scale
Ç Hamurcu Performance Improvement 2018
The purpose of this study is to develop a reference scale for coaching based on all ICF coaching competencies. It is through this scale that organizations can measure coaching performance to ensure the continuity of professional development in coaching.
Cites in Google Scholar:
5