Results - Stream

Making coaching work: Creating a coaching culture

D Clutterbuck, D Megginson Chartered Institute of Personnel and Development 2005

Evaluating leadership coaching: A review and integrated framework.

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...

Introduction.

A Grant, D Stober John Wiley & Sons 2006

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...

Evaluating the effectiveness of executive coaching: Where are we now and where do we need to be?

D MacKie Australian Psychologist 2007

To date there have been no universally accepted criteria for what constitutes a successful outcome in executive coaching. This has been partly a function of the range of activities undertaken within the coaching medium and partly the fact that commercial realities mitigate against controlled trials teasing out mediating and moderating var...

The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study.

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...

Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context.

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...

Executive coaching: An outcome study.

K Wasylyshyn Consulting Psychology Journal 2003

While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...

Executive coaching: A comprehensive review of the literature.

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...

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...

Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study

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...

A critical review of executive coaching research: a decade of progress and what's to come

J Passmore, A Fillery-Travis Coaching: An International Journal of Theory, Research and P... 2011

Creating a coaching culture: Developing a coaching strategy for your organization

P Hawkins McGraw-Hill International 2012

Academic background and credibility in executive coaching effectiveness

G Bozer, S C., S C. Personnel Review 2014

Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in g...

Executive coaching: Guidelines that work

G Bozer, JC Sarros, J Santora Development and Learning in Organizations: An International ... 2014

Purpose – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. Design/methodology/approach – This article draws on the results from a quasi-experimental fi...

What coaching can and cannot do for your organization

M McDermott, A Levenson, S Newton People and Strategy 2007

The Leader as Coach: Strategies for coaching and developing others

DB Peterson, MD Hicks Personnel Decisions 1996

Executive Coaching Project Evaluation of Findings: Executive Summary

CompassPoint Non-Profit Services CompassPoint Non-Profit Services 2003

Executive coaching: it works!

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...

The efficacy of coaching

AM Grant Wiley-Blackwell 2013

Driving organisational change with internal coaching programmes: part two

D Rock, R Donde Industrial and commercial training 2008

Coaching in organizations: Current Trends and Future Opportunities

J Bennett, M Bush OD practitioner 2009

Developing coaching cultures: a review of the literature

H Gormley, C van Nieuwerburgh Coaching: An International Journal of Theory, Research and P... 2014

This paper provides a review of the literature on coaching cultures. It offers a frame of reference for future research to build on existing knowledge and understanding in this field. The review included literature from industry and education perspectives. The key terms ‘coaching’, ‘coaching cultures’ and ‘coaching in organisations’ were ...

The psychology of executive coaching: Theory and application

B Peltier Taylor & Francis 2001

The emerging role of the internal coach.

MH Frisch Consulting Psychology Journal: Practice and Research 2001

Growing from the demand for flexible, targeted development options and the acceptance of executive coaching emerges the role of the internal coach, a professional within an organization who, as a formal part of his or her job, coaches managers and executives. This article identifies this trend, defines the role of the internal coach, comp...

Coaching in the Workplace

R Cameron, M Ebrahimi Spriner 2014

The use of coaching as a workforce development strategy is the focus of this chapter. Coaching is enjoying a lot of popularity in terms of its uses by organisations internationally with the main purposes for using coaching being for individual development, leadership, and building capacity and employee engagement. This chapter can in no w...

Organizational investments in social capital, managerial coaching, and employee work-related performance

A Ellinger, DG Bachrach, YL Wang, AB Baş Management Learning 2010

This survey-based research study explores the influence of managerial coaching behavior on relationships between organizational investments in social capital (OISC) and employee work-related performance. The results obtained from a survey of 408 employees from multiple organizations across a wide range of industries indicate that OISC are...

The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching

R Jones, SA Woods, YRF Guillaume Journal of Occupational and Organizational Psychology 2016

This study presents a meta-analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager–subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizati...

The Complete Handbook of Coaching

E Cox, T Bachkirova, D Clutterbuck Sage Publications Inc. 2014

How do internal executive coaches make sense of organisational role boundaries? : An interpretative phenomenological analysis study

Jordan M., A Henderson International Journal of Evidence Based Coaching and Mentori... 2024

This study explores internal executive coaches’ sense-making of organisational role boundaries within a rail industry organisation. This cross-sectional qualitative study based on semi-structured interviews with three coaches sourced from the organisation’s internal executive coach pool, was analysed using Interpretative Phenomenological...