References (16 in Portal)
Back in Time
J Blattner, V Hart, S Leipsic Consulting Psychology Journal: Practice and Research 2001
This article reports a study of current perceptions among professionals regarding therapy and coaching. Whereas therapy and counseling have been traditional fields of study and practice, coaching is not as well developed. It is helpful to examine the perceptions of practicing professionals in order to delineate the distinctions and overla...
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299
O Laske Consulting Psychology Journal: Practice and Research 1999
This article outlines a coaching paradigm derived from constructive-developmental psychology, family therapy supervision, and theories of organizational cognition. The paradigm is one of transformative, developmental coaching, and thus it differs from both cognitive-behavioral and psychodynamic approaches. The paradigm is exemplified by a...
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208
H Levinson Consulting Psychology Journal: Practice and Research 1996
Executive coaching requires the ability on the part of the coach to differentiate coaching from psychotherapy while using basic psychological skills and insights. It is usually short term and issue focused. At high executive levels, its success depends heavily on the consultant's knowledge about contemporary management and political issue...
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876
R Kilburg Consulting Psychology Journal: Practice and Research 1996
A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...
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913
JP Anderson Journal of rational-emotive and cognitive-behavior therapy 2002
Executive Coaching comprises personal counseling, business advice, and advice about managing for people who are in executive management. This involves a one-to-one helping relationship between coach and client. In each case for which executive coaching is sought, there are problems the client has encountered which requires changes in clie...
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77
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O Laske Proceedings of the First Coaching Research Symposium 2003
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211
M Darling HR Magazine 1994
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15
F Kiel, E Rimmer, K Williams, M Doyle Consulting Psychology Journal: Practice and Research 1996
Presents a systems-oriented approach to the leadership development of top-level executives. A structured program is described that is designed to have a positive impact at the organizational level through focused work with the individual client. Leadership effectiveness is seen as strongly influenced by the individual's past, personal lif...
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226
K Rancourt Training and Devlopment 1995
Focuses on several guidelines on how to perform an effective real-time coaching on a manager's performance. Asking the managers to submit a short list of goals for the session; Briefing of all the employees on how the process will work; Meeting with the manager before the start of the work day.
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11
T Saporito Consulting Psychology Journal: Practice and Research 1996
Presents a model of executive coaching based on the organizational requirements that shape the leadership factors to be considered in the coaching process. Consultants must clearly shape their coaching to reflect these dimensions if they are to be effective in helping to increase the effectiveness of their individual clients. Consulting i...
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213
L Sperry Individual Psychology: Journal of Adlerian Theory, Research ... 1993
Describes the inner world and needs of today's executives and how psychologists and psychiatrists can respond to their need for consulting, coaching, and counseling. Profiles of the healthy, distressed, and impaired executive are sketched, and 3 types of services are described: executive consulting, executive counseling, and executive coa...
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170
RR Kilburg Consulting Psychology Journal: Practice and Research 1996
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33
RC Diedrich Consulting Psychology Journal: Practice and Research 1996
Provides consulting psychologists with an overview of an approach to executive coaching that took place over 3 yrs with a troubled leader. An ongoing 360-degree assessment together with numerous "loops" of feedback and developmental counseling sessions served as the baseline for coaching an autocratic and coercive but valued executive. Th...
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227
JT Richard Consulting Psychology Journal: Practice and Research 1999
The author suggests the use of Arnold A. Lazarus's multimodal therapy model as an integrative and holistic approach to executive coaching. So as not to overlook any significant factors, the coach evaluates the executive on seven dimensions. The eclectic-oriented practitioner is encouraged to use a variety of interventions and tests that u...
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128
RC Diedrich Consulting Psychology Journal: Practice and Research 2001
The author shares his experience as a coach to senior teams by way of some recommended practice guidelines. These guidelines are intended to help those who coach teams, and those interested in doing so, to think more carefully and completely about their role as facilitator and helper.
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67
MS Goodstone, T Diamante Consulting Psychology Journal: Practice and Research 1998
The use of multisource feedback as a management development tool is examined by integrating the empirical and theoretical literature on individual change from the fields of industrial/organizational psychology and clinical/counseling psychology. The assumptions underlying 360-degree feedback as a sufficient process of producing managerial...
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115
J Sherin, L Caiger Consulting Psychology Journal: Practice and Research 2004
The authors suggest the use of A. Ellis's (1971, 1994) rational-emotive behavior therapy (REBT) as a tool to help clients effect behavioral change in the context of a coaching relationship. The article begins with a brief overview of REBT followed by an argument for its usefulness in an executive coaching context. The authors outline the ...
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108
