Results - Stream

Forty things every manager should know about coaching.

J Burdett Journal of Management Development 1998

Coaching from a systemic perspective: A complex adaptive conversation.

M Cavanagh John Wiley & Sons 2006

Making coaching work: Creating a coaching culture

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

Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.

A Ellinger, S Keller Human Resource Development Quarterly 2003

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching...

An integrative goal-focused approach to executive coaching.

A Grant John Wiley & Sons 2006

Employee coaching relationships: Enhancing construct clarity and measurement

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...

Toward a contextual approach to coaching models.

D Stober, A Grant John Wiley & Sons 2006

Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership

J Whitmore Nicholas Brealey Publishing 2009

Completely Revised 4th Edition of the 500,000 Copy Bestseller! Coaching is a way of managing, a way of treating people, a way of thinking, a way of being. Coaching has matured into an invaluable profession fit for our times and this fourth edition of the most widely read coaching book takes it to the next frontier. — John Whitmore Good co...

Coaching and the art of management

R Evered, J Selman Organizational Dynamics 1989

Executive coaching: A conceptual framework from an integrative review of practice and research

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...

Towards a Psychology of Coaching: The Impact of Coaching on Metacognition, Mental Health and Goal Attainment.

AM Grant 2001

A theoretical framework for a psychology of coaching was developed. First, the literature on cognitive approaches to coaching, behavioral approaches to coaching, and combinations of the cognitive and behavioral approaches was reviewed. Next, two studies examined the development and validation of a new measure of private self-consciousness...

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

P Hawkins McGraw-Hill International 2012

Coaching people through difficult times

M Darling HR Magazine 1994

The coaching manager

JM Hunt, JR Weintraub Sage 2002

Toward a Profession of Coaching? A Definitional Examination of ‘Coaching,’‘Organization Development,’and ‘Human Resource Development’

RG Hamlin, AD Ellinger, RS Beattie International Journal of Evidence Based Coaching and Mentori... 2009

During the past few years, the growth of an emergent ‘coaching industry’ has resulted in some scholars calling for the development of a genuine coaching profession. Yet contemporary organization development (OD) and human resource development (HRD) practitioners conceive of coaching as an extant core component of their respective field...

Development and initial validation of an instrument measuring managerial coaching skill

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...

Invited reaction: Development and initial validation of an instrument measuring managerial coaching skill

DB Peterson, B Little Human resource development quarterly 2005

Do we really understand coaching? How can we make it work better?

B Redshaw Industrial and Commercial training 2000

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in, they also become better and proactive learn...

Coachable Moments: Identifying Factors that Influence Managers to take Advantage of Coachable Moments in Day-to-Day Management

C Turner, G McCarthy International Journal of Evidence Based Coaching and Mentori... 2015

The purpose of this study was to identify the factors that influence managers to take advantage of coachable moments in day-to-day management. Interviews with ten managers found that time, skills, and relationships were key factors considered by managers, but that these were considered within the context of potential “risk” to the mana...

How does the adoption of coaching behaviours by line managers contribute to the achievement of organisational goals?

L Wheeler International Journal of Evidence Based Coaching and Mentori... 2011

Provision of excellent customer service is critical to the success of organisations relying on sales and patronage to survive. There is an abundance of theory suggesting a link between the adoption of a coaching style of management and enhanced performance. However, there is a scarcity of research focusing on the application of coach...

Improving intermediate skills through workplace coaching: A case study within the UK rail industry

C Hannah International Journal of Evidence Based Coaching and Mentori... 2004

This phenomenological case study, set within the UK Rail Industry used Soft Systems Methodology (Checkland and Scholes, 1991) to answer the central research question “Can workplace coaching improve individual performance among staff and raise levels of customer satisfaction?” The case study examined the individual and business impact ...

Managerial coaching: A formal process or a daily conversation?

A Dixey International Journal of Evidence Based Coaching and Mentori... 2015

Research indicates that the frequency and effectiveness of managerial coaching is failing to meet organisational demands. For companies to leverage the potential benefits a coaching based approach can offer, in terms of performance and employee engagement, it is critical to advance our understanding of managerial coaching such that any...

The conclusions middle managers draw from their beliefs about organisational coaching and their coaching practices

T Misiukonis International Journal of Evidence Based Coaching and Mentori... 2011

This article reports on a phenomenological study that examined middle managers beliefs about organisational coaching and their coaching practices. The study also investigated middle managers’ conclusions, drawn from the relationship between these two objects. Two unstructured in-depth interviews based on participants’ coaching experien...

Leadership coaching transforming mental health systems from the inside out: The Collaborative Recovery Model as person-centred strengths based coaching psychology

L Oades, T Crowe, M Nguyen International Coaching Psychology Review 2009

Mental health service provision is being transformed by a call for ‘recovery oriented care’. Rather than the traditional medical meaning of cure, the term ‘recovery’ refers to the personal and transformational process of patients living with mental illness, moving towards a preferred identity and a life of meaning – a framework where g...

Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace

A Grant, M Hartley Coaching: An International Journal of Theory, Research and P... 2013

This article presents some practical insights, strategies and tips about how to help organisations embed leadership coaching skills in the workplace following participation by executives and managers in ‘Leader as Coach’ development programs. Given that organisations globally are increasingly using such programs as part of leadership deve...

Coaching abroad: Insights about assets.

J Renner Consulting Psychology Journal: Practice and Research 2007

Global corporations usually settle on a list of management competencies that they use to select, appraise, and coach managers in all of their locations around the world. When firsttime coaching managers are outside of this corporate world, they can be surprised to learn that there are some very different views on the com- petencies ...

Is managerial coaching a source of competitive advantage? Promoting employee self-regulation through coaching

C Pousa, A Mathieu Coaching: An International Journal of Theory, Research and P... 2015

The present business environment of extreme competition and rapid changes has motivated scholars to identify variables that can help companies stand up to and overcome these challenges. Research on self-regulation found that self-perceptions of efficacy not only can mediate the effects of external influences on results, but can also regul...

The performance effects of coaching: A multilevel analysis using hierarchical linear modeling

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 ...

It takes time: A stages of change perspective on the adoption of workplace coaching skills

AM Grant Journal of Change Management 2010

Although many managers receive training in workplace coaching skills in order to enhance employees' performance and facilitate organizational change, little is known about managers' perceptions of the costs and benefits of adopting workplace coaching behaviors. This study explored the relationships between workplace coaching skills and th...

Managerial coaching: A review of the literature

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...

Employee feedback orientation: Implications for effective coaching relationships

J Gregory, P Levy Coaching: An International Journal of Theory, Research and P... 2012

In their seminal paper on performance management, London and Smither suggested that an individual's feedback orientation should influence his or her receptivity to coaching. In the current paper, we seek to provide support for this notion by showing that individuals’ feedback orientations predict their perceptions of the coaching relation...

Examining the Relationships Among Coaching, Trustworthiness, and Role Behaviors A Social Exchange Perspective

S Kim, M- Kuo The Journal of Applied Behavioral Science 2015

There is little evidence regarding what makes managerial coaching effective. To explore this topic more deeply, we looked at coaching relationship and performance behavior. We examined the associations between managerial coaching and employee in-role performance, organizational citizenship behavior–individual (OCBI), and organizational ci...

Team Coaching

D Clutterbuck Sage Publications Inc. 2014

Wearing Multiple Hats? Challenges for Managers-as-Coaches and Their Organizations

P Fatien Diochon, K Otter International Leadership Journal 2015

This article explores the challenges for individuals and organizations of adding coaching to the repertoire of managers. In complex and dynamic environments, a manager becomes responsible for developing people for continuous learning, which transforms him or her into a manager-as-coach. However, the resulting expanded capacities and sk...

A Trojan Horse? The Implications of Managerial Coaching for Leadership Theory

V Anderson Human Resource Development International 2013

This paper examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line-managers are analysed to: identify the behaviours associated with managerial coaching; examine factors that affect the propensity of managers to undertake coaching; and discuss the impli...

Managerial Coaching: A Review of the Empirical Literature and Development of a Model to Guide Future Practice

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...

The Argument Against Coaching Cultures

N Evans The International Journal of Coaching in Organizations 2011

In recent years, a number of articles and books have been written on the subject of how to create a coaching culture in the belief that this will have a positive effect on organizational performance and other outcomes such as employee morale and retention. In this article, it is argued that this is a leap of logic derived from evidence th...

Behaviorally Based Coaching: A Cross-Cultural Case Study

D Noer International Journal of Coaching in Organizations 2005

This article is a case study that uses an action research model to report on a multi-dimensional six-year organizational case study involving a large Middle-Eastern energy company. It articulates the unique challenges of establishing an authentic coaching relationship in a culture with values and perspectives different than those of the c...

Coaching to enhance learning and reinforce commitment

P Lyons, R Bandura International Journal of Evidence Based Coaching and Mentori... 2021

The focus of the research was to search for and identify theory and practical constructs to guide the creation of a model for manager-as-coach to assist employees and the manager to improve knowledge and competence. At the same time the proposed model is aimed at stimulating a commitment relationship between manager and employee. Contr...