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References (20 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:
629
L Boyce, R Jackson, L Neal Journal of Management Development 2010
Purpose
– This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching.
Design/methodology/approach
– Data collected ...
Cites in Google Scholar:
389
de Haan. E., V Culpin, J Curd Personnel Review 2011
Purpose – Executive coaching is gaining in popularity, both as part of personal or organisational development programmes and as a tailored form of individual consulting. The purpose of this study is to examine how various aspects of the executive coaching intervention make a difference to the clients of coaching themselves.
Design/meth...
Cites in Google Scholar:
358
de Haan. E., A Duckworth, D Birch, C Jones Consulting Psychology Journal 2013
This article argues for a new way of studying executive-coaching outcomes, which is illustrated with a study based on data from 156 client– coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as that demonstrated...
Cites in Google Scholar:
481
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...
Cites in Google Scholar:
849
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...
Cites in Google Scholar:
269
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:
194
J Gregory, P Levy Consulting Psychology Journal: Practice and Coaching: An Int... 2011
Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables ...
Cites in Google Scholar:
196
K Gyllensten, S Palmer International Coaching Psychology Review 2007
Objectives: There is a lack of research on the coaching relationship (O'Broin & Palmer, 2006a). The current paper will present the findings from a qualitative study that explored experiences of workplace coaching including the coaching relationship.
Design: The study adopted a qualitative design and the data was analysed by Interpreta...
Cites in Google Scholar:
316
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:
78
R Evered, J Selman Organizational Dynamics 1989
Cites in Google Scholar:
762
S Graham, J Wedman, B Garvin--Kester Performance Improvement Quarterly 1993
The concept of “manager as coach” is increasingly popular in the management literature as a mechanism for improving employee involvement and performance. This paper summarizes a study to evaluate the effectiveness of a “coaching skills” program for sales managers. The program began with a five–day coaching skills course and was followed b...
Cites in Google Scholar:
140
G Gan, C Chong Journal of Management Development 2015
Purpose
– In order to bridge the gap and provide organizations with practical assistance in dealing with the effectiveness of executive coaching. The purpose of this paper is to investigate the association between coaching relationship which constitutes of rapport, trust, commitment and match with coaching effectiveness in Malaysia using...
Cites in Google Scholar:
110
CD Orth, HE Wilkinson, RC Benfari Organizational Dynamics 1987
Cites in Google Scholar:
358
SJ Stowell Training and development Journal 1988
Cites in Google Scholar:
82
P Ianiro, C Schermuly, S Kauffeld Coaching: An International Journal of Theory, Research and P... 2013
There is growing evidence that coaching is effective. However, little is known about the process variables critical for coaching success. This article investigates the role of the two interpersonal behaviour dimensions affiliation and dominance in the formation of a positive coaching relationship and in coaching success. The interaction o...
Cites in Google Scholar:
161
RR Kilburg Consulting Psychology Journal: Practice and Research 2001
A review of the recent literature demonstrated that there are virtually no articles or research papers on the subject of intervention adherence or compliance in executive coaching. This article begins to address that deficit by presenting an 8-component model of coaching effectiveness that includes such elements as the coach--and client--...
Cites in Google Scholar:
274
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:
368
VR Buzzotta, RE Lefton, M Sherberg Training & Development Journal 1977
Notes that training and advising are among the most difficult jobs confronting any manager. Professional trainers can help the manager by distinguishing 4 basic ways of counseling based on 2 fundamental dimensions, dominance–submission and hostility–warmth. In quadrant 4, where dominance and warmth meet, real communication occurs between ...
Cites in Google Scholar:
0
K Cremona Coaching: An International Journal of Theory, Research and P... 2010
This research project set out to investigate if and how coaches actually respond to emotions that they and their clients have. They were also asked for their views about what have been the main influences on their orientation to emotions. In addition, the participants were asked about their perception of the boundary between coaching and ...
Cites in Google Scholar:
54
1.96 MB
E Albarracin 2018
Previous researchers showed manager coaches face challenges setting up effective employee coaching relationships with their direct reports. Previous quantitative studies about the employee coaching relationship have not fully captured the common factors of effective coaching relationships that contribute to successful coaching outcomes. T...
Cites in Google Scholar:
6
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