T Bachkirova Coaching: An International Journal of Theory, Research and P... 2015
This article describes an exploratory study aimed at investigating factors contributing to the phenomenon of self-deception in coaches. Six experienced coaching supervisors were interviewed in accordance with the Conceptual Encounter research methodology. The results are presented in a model of self-deception in coaches. The model consist...
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57
D Peterson, J Bono, R Purvanova, A Towler Personnel Psychology 2009
Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive co...
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510
E Cox Sage 2013
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275
E de Haan Consulting Psychology Journal: Practice and Research 2008
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153
A Day, de Haan. E., C Bertie, C Sills International Coaching Psychology Review 2010
Purpose: In this study descriptions of critical moments of coaching as experienced by both executive coaches and their clients are analysed and compared, to find out more about what works in coaching conversations.
Design/Methodology: This is a real-time direct-comparison study of coaches’ and clients’ critical-moment experiences with...
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83
de Haan. E., C Niess Consulting Psychology Journal: Practice and Research 2012
Descriptions of critical moments of coaching, defined as exciting, tense, or significant moments from the time spent in the coaching conversation experienced by an executive coach and one of his clients, are analyzed and compared. Positioned within a tradition of analyzing critical-moment descriptions, the study makes use of data collecte...
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64
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...
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481
G Olivero, K Bane, R Kopelman Public personnel management 1997
Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...
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802
J Passmore Consulting Psychology Journal: Practice and Research 2007
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257
J Rogers Open University Press 2012
Book Description: "A straightforward approach to the simple art of coaching conversations, while offering insight into the complexity and sophistication of coaching for those looking to take their practice to the next level." Dr Jonathan Passmore, Independent Consultant "Coaching Skills is much more than just a book containing a wide port...
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0
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...
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1168
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...
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666
AD Ellinger, S Kim Advances in Developing Human Resources 2014
The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-exa...
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176
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A Grant 2012
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156
T Bachkirova Open University Press 2011
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247
AM Grant Wiley-Blackwell 2013
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205
S Bowles, CJL Cunningham, GM De La Rosa, J Picano Leadership & Organization Development Journal 2007
Purpose
– This article aims to test the effectiveness of coaching for middle and executive level managers within a large recruiting organization.
Design/methodology/approach
– Participants set goals to achieve during a 12‐month coaching programme. The sample consisted of middle managers (n=30) and executive managers (n=29) involved i...
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217
J Segers, D Vloeberghs, E Henderickx, I Inceoglu Academy of Management Learning \& Education 2011
We offer a theoretical coaching cube that helps to structure and understand the coaching industry. The three dimensions of the cube refer to (1) coaching agendas (what); (2) coaches' characteristics (who); and (3) coaching approaches/schools (how). Each dimension is described by discussing the academic literature surrounding it. Using an ...
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225
S Greif The Coaching Psychologist 2010
This paper gives an overview of recent observation studies of coaching behaviour and the coaching
relationship. It follows a keynote at the 2nd European Coaching Psychology Conference, December 2009,
in London. Models influencing the research are drawn from studies of the behaviour of psychotherapists that
help to understand the effect...
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53
E de Haan, C Niess International Coaching Psychology Review 2015
Objectives: Previous studies on the effectiveness of coaching have focused on positive outcomes that clients,
coaches and organisational colleagues attribute to engaging in coaching overall. In this study descriptions
of critical moments of coaching as experienced by executive coaching clients, their coaches and their
sponsors are anal...
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60
T Kemp International Coaching Psychology Review 2008
Whilst there is growing interest within the emerging coaching psychology literature in exploring specific
coaching methods and their relative efficacies, little attention has been afforded the investigation of the
relationship itself that is formed between coach and client. In addition, any exploration of the personality,
psychodynamic...
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85
D Clutterbuck Coaching: An International Journal of Theory, Research and P... 2010
This article has its origins in several complementary sources: the personal coaching experiences of both myself and my co-authors in 14 books on coaching and mentoring; the experiences of coaches, who I have supervised; and observation of coaches in real plays within coach assessment centres (robust, validated processes for evaluating the...
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85
IF Stein Coaching: An International Journal of Theory, Research and P... 2009
Most coaches would say that coaching is a facilitative process – the coach listens, asks questions, and contributes observations. But what do coaches really do? Based on careful study of actual coach-client conversations, it becomes clear that coaches actually have a wide variety of hats that they can choose to wear in the course of a coa...
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31
S Gessnitzer, S Kauffeld The Journal of Applied Behavioral Science 2015
The relationship between coach and client is an essential factor for coaching success. Although researchers have repeatedly called for an investigation of the actual interaction between coach and client to better understand their relationship, previous research has been based primarily on questionnaire data. We analyzed the working relati...
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216
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...
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990
D MacKie Coaching: An International Journal of Theory, Research and P... 2015
This study investigates the impact of coachee readiness for change and core personality traits as both criteria and predictors of outcomes after strength-based leadership coaching. Specifically this study examined developmental readiness, change readiness and core self-evaluations (CSEs; locus of control, neuroticism, self-efficacy and se...
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68
T Bachkirova Consulting Psychology Journal: Practice and Research 2016
This article offers a conceptual and developmental proposition based on the centrality of the practitioner’s self in the achievement of coaching outcomes. The central role of the self of the coach is established through a theoretical comparison with a competency (knowledge and skills) frame. Positioning the self in this way acknowledges t...
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135
C Kauffman, W Hodgetts Consulting Psychology Journal: Practice and Research 2016
The effectiveness of coaching can be enhanced if coaches are familiar with multiple psychological models, can hold these in mind simultaneously, and are able to apply them as appropriate to their clients—a capacity we refer to as model agility. To illustrate this capacity we first explore some of its ramifications and parallels to the cha...
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51
International Coach Federation (ICF) 2016
The 2016 ICF Global Coaching Study was designed to engage with as many coach practitioners as possible to provide an up-to-date picture of the coaching profession and empower coaches to embrace the opportunities and meet the challenges ahead. The study was also designed to recognize the growth of coaching cultures within businesses and or...
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