The Very Real Dangers of Executive Coaching
S Berglas Harvard Business Review 2002
Cites in Google Scholar:
539
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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 (3 in Portal)
Back in Time
Four essential ways that coaching can help executives
R Witherspoon, RP White Center for Creative Leadership 1997
Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All a...
Cites in Google Scholar:
115
From Here To Certainty: Becoming CEO And How A Trusted Leadership Advisor (TLA) Helped The Client Get There
K Wasylyshyn Consulting Psychology Journal: Practice and Research 2017
An in-depth case study is used to illustrate the transition senior consultants can make from the role of executive coach to a role conceptualized by the author as trusted leadership advisor (TLA) in long-term engagements with senior business executives. In this engagement, spanning several years, the client ultimately became CEO of a glob...
Cites in Google Scholar:
23
Toward A Deeper Understanding Of The Role Of Trusted Leadership Advisor, And Knowing If You Are Ready For It
R White Consulting Psychology Journal: Practice and Research 2017
In “From Here to Certainty: Becoming CEO and How a Trusted Leadership Advisor (TLA) Helped the Client Get There,” Karol Wasylyshyn (2017) presents an engaging and thought-provoking case study of her client’s journey from a highly placed position within a multinational corporation to CEO of a newly spun-off subsidiary. The article breaks n...
Cites in Google Scholar:
8
Citations (3 in Portal)
Forward in Time
Beyond The Client/Coach Dyad In Coaching Senior Business Leaders
J Blanton, K Wasylyshyn Consulting Psychology Journal: Practice and Research 2018
Theory and research in executive coaching have typically focused on the characteristics and methods of coaches and on the dyadic relationship of the coach and client. Little attention has been given to individuals such as the boss and human-resources (HR) executive who are directly or indirectly involved in the coaching process. These key...
Cites in Google Scholar:
16
The Trusted Leadership Advisor: Defined, Unpacked, Encouraged
K Wasylyshyn Consulting Psychology Journal: Practice and Research 2019
The role of trusted leadership advisor (TLA) is defined as it was originally conceptualized. This role is filled by highly experienced executive-development professionals working in long-term engagements with senior business leaders who have come to value this resource and want to leverage it to ensure their ongoing leadership effectivene...
Cites in Google Scholar:
11
Winning the rodeo: How executive coaching helped an academic physician succeed in a senior-leadership role.
K Wasylyshyn Consulting Psychology Journal: Practice and Research in Orga... 2019
This article comments on an innovative case study in Consulting Psychology Journal: Practice and Research, entitled “Transformation to Academic Leadership: The Role of Mentorship and Executive Coaching,” by W. Kimryn Rathmell, Nancy J. Brown, and Richard R. Kilburg (see record 2019-52290-001). The case study offers “a first-person account...
Cites in Google Scholar:
3