D Peterson, J Bono, R Purvanova, A Towler Personnel Psychology 2009
Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive co...
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47
L Brotman, W Liberi, K Wasylyshyn Consulting Psychology Journal: Practice and Research 1998
Psychologists working in the emerging competency area of "executive coaching" must promote a more complete understanding of what constitutes effectiveness in this arena—particularly when the expected outcome is sustained behavior change. Experienced psychologists must accept accountability for the need to inform and educate corporate deci...
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327
A Day, de Haan. E., C Bertie, C Sills Academy of Management Learning & Education 2010
Sixty-seven past and present clients of executive coaching wrote to us about the critical moments they experienced, and we interviewed eight of these. Our analysis indicates that for clients critical moments are not obviously essential to all good coaching. When critical moments do occur, they are positive and linked with important outcom...
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118
GMJ Del, B Yanovsky, S Finn Consulting Psychology Journal 2014
Personality assessment (PA) is used frequently by executive coaches but little has been reported about the specifics of its application. To fill this void, this study explored the current state of PA and feedback in coaching and the extent to which these practices resembled collaborative/therapeutic assessment (C/TA). Using a quantitative...
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26
M Cavanagh, A Grant Australian Psychologist 2007
Coaching and coaching psychology offer a potential platform for an applied positive psychology and for facilitating individual, organisational and social change. Experts from around the world were invited to comment on the emerging discipline of coaching psychology and the commercial coaching industry. Several key themes emerged including...
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259
D Gray Australian Psychologist 2007
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37
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
A Herd, JEA Russell Jossey-Bass 2011
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15
R Kilburg Consulting Psychology Journal: Practice and Research 2004
This article introduces the 3rd Consulting Psychology Journal special issue on executive coaching and briefly examines the current status of the scientific knowledge base in the field. It compares the emergence of the empirical literature on coaching to the historical pathway created by psychotherapy and hypothesizes that research on exec...
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151
H Levinson Consulting Psychology Journal: Practice and Research 1996
Executive coaching requires the ability on the part of the coach to differentiate coaching from psychotherapy while using basic psychological skills and insights. It is usually short term and issue focused. At high executive levels, its success depends heavily on the consultant's knowledge about contemporary management and political issue...
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876
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
D Peterson Jossey-Bass 2011
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D Riddle, N Pothier Jossey-Bass 2011
As the coaching field matures, the need for organizing schemas that permit knowledge sharing becomes more important. This chapter presents the model of what clients want based on the characteristics of their organizations. The model helps readers make predictions about client requests and design solutions that address client needs in the ...
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15
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...
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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...
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913
S Berglas Harvard Business Review 2002
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531
S Sherman, A Freas Harvard Business Review 2004
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638
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D Brennan HRD Network Journal 2010
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F Bresser 2009
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DC Feldman, MJ Lankau Journal of management 2005
The use of executive coaching as a developmental intervention for managers has increased dramatically during the past decade. Consequently, there has been a burgeoning practitioner literature on the topic of executive coaching. Empirical research on executive coaching, however, has lagged far behind, and theoretical work on the processes ...
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929
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...
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418
A Freedman, J Perry Consulting Psychology Journal: Practice and Research 2010
This consulting psychology case study describes how an initially nonvoluntary consulting engagement with an executive client in a highly complex nuclear industry organization evolved from suspicion to trust, enabling the client to achieve work-related goals. Methods used by the consultant, and reactions to those efforts by the client, are...
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36
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A Grant, R Zackon International journal of evidence based coaching and mentori... 2004
The knowledge base of coach-specific research detailing theories, techniques and
outcomes of coaching is growing annually. However, little is known about
coaches themselves. This paper reports on a large scale survey of coaches. A total
of 2,529 coaches responded to an online survey conducted in 2003 amongst
International Coach Federa...
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199
A Mansi The Coaching Psychologist 2007
This paper was presented at the 1st International Coaching Psychology Conference, London, December, 2006.
Individual personality differences can, at times of pressure, manifest as extreme traits so that attention to
detail, for instance, can show as perfectionism. These personality differences, referred to here as ‘the dark
sides’ of p...
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25
M Duffy, J Passmore International Coaching Psychology Review 2010
Objectives: This paper explores the process of ethical decision making in coaching psychology. The paper
seeks to develop a suitable model for application in coaching psychology to complement existing codes of
practice. The model of course can be adjusted for use by coaching practitioners.
Design: The study used a semi-structured inter...
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65
L Sperry Consulting Psychology Journal: Practice and Research 2013
Executive coaching has come of age both inside and outside the field of consulting psychology, and has become one of its most significant developments in the past decade. This article briefly describes this phenomenon. It also suggests that executive coaching can continue to be a defining force in consulting psychology in the coming decad...
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41
D Gray Coaching: An International Journal of Theory, Research and P... 2011
The term ‘profession’ derives from the Latin word ‘profiteor’ meaning to profess. Professionalisation is the process whereby a gainful activity moves from the status of ‘occupation’ to the status of ‘profession’. Claims for professional status and the emergence of standards and awards are typical of the journey that occupations make (or a...
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98
JH Eggers, D Clark Ivey Business Journal 2000
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P Fatien Diochon, J Nizet Journal of Applied Behavioral Science 2015
While most coaching scholars and professionals focus on the role of codes of conduct in sustaining ethical behavior in the practice of executive coaching, our research answers the call to go “beyond the book.” Our study aims to describe restrictions identified by executive coaches to the application of codes to ethical conflicts. The anal...
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55
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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...
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