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References (15 in Portal)
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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...
Cites in Google Scholar:
596
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....
Cites in Google Scholar:
310
J Gregory, P Levy Coaching: An International Journal of Theory, Research and P... 2010
While managers' coaching of their subordinates continues to grow in organisations, little empirical research exists to inform the practice. The current paper seeks to further our understanding of this type of coaching – which we refer to as employee coaching – by exploring the coaching relationship formed between the supervisor and subord...
Cites in Google Scholar:
179
M Hagen, S Peterson Advances in Developing Human Resources 2014
The Problem Given the relevance of scales for selecting managers, Peterson and Little called for an examination of scales used to measure coaching. However, there are few options from which to select validated scales used to measure coaching. Consequently, there appears to be a knowledge gap—little is known about the coaching scales that ...
Cites in Google Scholar:
74
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
Cites in Google Scholar:
536
JJH Stevens Consulting Psychology Journal: Practice and Research 2005
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100
AM Grant Wiley-Blackwell 2013
Cites in Google Scholar:
189
GN McLean, B Yang, M-C Kuo, AS Tolbert, C Larkin Human Resource Development Quarterly 2005
This article reports on two studies that used three different samples (N = 644) to construct and validate a multidimensional measure of managerial coaching skill. The four dimensions of coaching skill measured were Open Communication, Team Approach, Value People, and Accept Ambiguity. The two studies assessed the context adequacy, dimensi...
Cites in Google Scholar:
360
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F Moen, R Federici International Journal of Evidence Based Coaching and Mentori... 2012
The first purpose of this study was to develop and test the factor structure of a
multidimensional Coaching Leadership Self-Efficacy Scale (CLSES). A second purpose was to
validate the CLSES through an inspection of its relation to the Coach Competence Scale (CCS). The
CLSES was developed to capture important coaching leadership effica...
Cites in Google Scholar:
72
R Agarwal, CM Angst, M Magni The International Journal of Human Resource Management 2009
Drawing on the conceptual foundations of feedback and behavior modeling we investigate the effects of managers' coaching intensity on the performance of those they supervise, at multiple levels of an organizational hierarchy. Data from 328 sales associates reporting to 114 middle managers, and 93 middle managers reporting to 32 executive ...
Cites in Google Scholar:
321
M Hagen Performance Improvement Quarterly 2012
Managerial coaching has become increasingly popular despite limited empirical evidence of its impact on the individuals giving and receiving coaching, and its impact on the workplace overall. This article reviews the literature on the definition of practice of managerial coaching, and what managerial coaching looks like in terms of skills...
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208
C Pousa, A Mathieu Performance Improvement Quarterly 2014
Coaching has been identified as a key managerial behavior that organizations must promote to develop employees and achieve higher levels of performance. Despite this agreement and an increasing interest in coaching, there is still a paucity of studies exploring the impact of coaching on individual performance. This article presents an emp...
Cites in Google Scholar:
89
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...
Cites in Google Scholar:
893
R Beattie, S Kim, M Hagen, T Egan, A Ellinger, R Hamlin Advances in Developing Human Resources 2014
The Problem - While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and e...
Cites in Google Scholar:
294
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R Ladyshewsky, R Taplin International Journal of Evidence Based Coaching and Mentori... 2017
This study explored the perceptions of an employee’s manager as coach behaviour and the relationship to their perceived work engagement. The Measurement Model of Coaching Skills (MMCS) by Park and colleagues and the Utrecht Work Engagement Scale (UWES) were used as the tools to measure this relationship. The MMCS was also validated furthe...
Cites in Google Scholar:
59
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