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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596
L Boyce, R Jackson, L Neal Journal of Management Development 2010
Purpose
– This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching.
Design/methodology/approach
– Data collected ...
Cites in Google Scholar:
362
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...
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337
de Haan. E., A Duckworth, D Birch, C Jones Consulting Psychology Journal 2013
This article argues for a new way of studying executive-coaching outcomes, which is illustrated with a study based on data from 156 client– coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as that demonstrated...
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457
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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310
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...
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580
WJG Evers, A Brouwers, W Tomic Consulting Psychology Journal: Practice and Research 2006
Coaching has become an important managerial instrument of support. However, there is lack of research on its effectiveness. The authors conducted a quasi-experimental study to figure out whether coaching really leads to presupposed individual goals. Sixty managers of the federal government were divided in two groups: one group followed a ...
Cites in Google Scholar:
404
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M Cavanagh, A Grant International Journal of Evidence Based Coaching and Mentori... 2004
The coaching industry has reached a key important point in its maturation. This
maturation is being driven by at least three interrelated forces: (1) accumulated coaching
experience; (2) the increasing entry of professionals into coaching from a wide variety of
prior backgrounds; and (3) the increasing sophistication of management and ...
Cites in Google Scholar:
417
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...
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824
J Blattner, V Hart, S Leipsic Consulting Psychology Journal: Practice and Research 2001
This article reports a study of current perceptions among professionals regarding therapy and coaching. Whereas therapy and counseling have been traditional fields of study and practice, coaching is not as well developed. It is helpful to examine the perceptions of practicing professionals in order to delineate the distinctions and overla...
Cites in Google Scholar:
299
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...
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125
A Liljenstrand, D Nebeker Consulting Psychology Journal: Practice and Research 2008
Coaching is growing rapidly as a way to help individuals improve their professional and/or personal success. Although similar services have been offered for some time, coaching is becoming more widely available and is being offered by a more diverse set of professionals. This research was undertaken to learn more about coaches from varyin...
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119
F Luthans, S Peterson Human Resource Management 2003
Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on e...
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462
D MacKie Consulting Psychology Journal 2014
This study attempts to investigate the effectiveness of a strength-based coaching methodology in enhancing elements of the full range leadership model, especially transformational leadership. Transformational leadership is the process whereby leaders engage and influence their followers toward attaining a shared vision through their capac...
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261
G Olivero, K Bane, R Kopelman Public personnel management 1997
Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...
Cites in Google Scholar:
786
R Orenstein Consulting Psychology Journal: Practice and Research 2006
This article demonstrates that executive coaching efficacy can be measured empirically. It describes the application of C. P. Alderfer's & L. D. Brown's (1972) "Empathic Organic Questionnaire" to executive coaching by summarizing a case in which it was adapted and utilized, by detailing the instrument's construction and administration, an...
Cites in Google Scholar:
141
E Thach Leadership & Organization Development Journal 2002
Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual c...
Cites in Google Scholar:
510
T Theeboom, B Beersma, AEM van Vianen The Journal of Positive Psychology 2014
Whereas coaching is very popular as a management tool, research on coaching effectiveness is lagging behind. Moreover, the studies on coaching that are currently available have focused on a large variety of processes and outcome measures and generally lack a firm theoretical foundation. With the meta-analysis presented in this article, we...
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1062
S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001
The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...
Cites in Google Scholar:
881
R Kilburg Consulting Psychology Journal: Practice and Research 1996
A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...
Cites in Google Scholar:
913
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:
652
B Joo Human Resource Development Review 2005
Executive coaching has become increasingly popular despite limited empirical evidence about its impact and wide disagreement about necessary or desired professional qualifications. This article examines the practice of executive coaching, investigating the useful underlying theories by reviewing previous research. It also provides a conce...
Cites in Google Scholar:
731
AM Grant, J Passmore, M Cavanagh, HM Parker, others Wiley-Blackwell 2010
Cites in Google Scholar:
504
J Passmore, A Fillery-Travis Coaching: An International Journal of Theory, Research and P... 2011
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536
S Sherman, A Freas Harvard Business Review 2004
Cites in Google Scholar:
638
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M McDermott, A Levenson, S Newton People and Strategy 2007
Cites in Google Scholar:
137
1.15 MB
International Coach Federation International Coach Federation 2012
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R Hogan, GJ Curphy, J Hogan American psychologist 1994
Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers 9 questions that routinely come up wh...
Cites in Google Scholar:
2958
RR Kilburg Consulting Psychology Journal: Practice and Research 1997
This article explores three major problems often encountered by consultants who are engaged to coach executives and who confront difficulties related to the character of their clients: executive character as a complex adaptive system that influences the unconscious aspects of organizational life, unconscious psychological conflict as a ke...
Cites in Google Scholar:
146
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:
135
FA Kombarakaran, JA Yang, MN Baker, PB Fernandes Consulting Psychology Journal: Practice and Research 2008
Outcomes of this empirical study demonstrated that executive coaching is an effective method of leadership development. One hundred fourteen executives and 42 coaches were surveyed using instruments designed to gather both quantitative and qualitative data. Results indicated that executive change occurred in 5 areas: people management, re...
Cites in Google Scholar:
418
RD Perkins Consulting Psychology Journal: Practice and Research 2009
Business meetings are the focus of extensive executive time and effort. Research has shown that poor leadership during meetings results in negative outcomes; however, few studies have explored effective leader behaviors during team meetings. From “expert leader” observations, the author hypothesized that more effective meeting leaders ask...
Cites in Google Scholar:
120
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
DB Peterson Annual Conference of the Society for Industrial and Organiza... 1993
Cites in Google Scholar:
96
WQ Judge, J Cowell Business Horizons 1997
Cites in Google Scholar:
298
AN Garman, DL Whiston, K Zlatoper Consulting Psychology Journal: Practice and Research 2000
Seventy-two articles on executive coaching appearing in mainstream and trade management publications between 1991 and 1998 were analyzed to determine (a) general opinions of the practice of executive coaching and (b) the extent to which training in psychology was described as relevant and useful to coaching practice. A content analysis me...
Cites in Google Scholar:
179
J Passmore, O Marianetti The Coaching Psychologist 2007
Cites in Google Scholar:
118
A Levenson Consulting Psychology Journal: Practice and Research 2009
This article addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching. A framework is introduced for identifying the business impacts of coaching. An application of the framework is presented using exploratory study data from 12 matched coach-coachee pairs showing varying degrees o...
Cites in Google Scholar:
138
