Coaching for improved work performance
F Fournies Van Nostrand 1978
Cites in Google Scholar:
491
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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.
References (6 in Portal)
Back in Time
Coaching... a management tool for a more effective work performance.
G Allenbaugh Management Review 1983
Cites in Google Scholar:
68
Coaching for high performance
CR Bell Advanced Management Journal 1987
Cites in Google Scholar:
30
The manager's role as coach and mentor
CD Orth, HE Wilkinson, RC Benfari Organizational Dynamics 1987
Cites in Google Scholar:
358
Developing Employees through Coaching and Career Management.
L Shore, A Bloom Personnel 1986
The authors describe a model for integrating coaching and career management. Included is a discussion of managers' three roles in employee development--coaches, sponsors, and mentors.
Cites in Google Scholar:
34
Coaching for Commitment: Managerial strategies for obtaining superior performance
DC Kinlaw Jossey-Bass 1989
Cites in Google Scholar:
308
Coaching and the art of management
R Evered, J Selman Organizational Dynamics 1989
Cites in Google Scholar:
762
Citations (26 in Portal)
Forward in Time
Executive Coaching Competencies: A Review and Critique With Implications for Coach Education.
K Blumberg Journal of Psychological Issues in Organizational Culture 2014
Cites in Google Scholar:
30
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...
Cites in Google Scholar:
849
Workplace and executive coaching: A bibliography from the scholarly business literature.
A Grant John Wiley & Sons 2006
Cites in Google Scholar:
71
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...
Cites in Google Scholar:
194
The coaching manager: Developing top talent in business
J Hunt, J Weintraub Sage 2010
Cites in Google Scholar:
379
The manager as coach and mentor
E Parsloe Chartered Institute of Personnel & Development 1999
Cites in Google Scholar:
220
Coaching and therapy: Similarities and divergences.
E Spinelli Psychotherapy in Australia 2010
It remains unclear as to what activities are referred to by the term 'coaching'. Amidst many different conceptualisations of the term, there is no agreement to date on its definition. Ernesto Spinelli provides a critical overview of the similarities and differences between coaching and therapy. While all manner of distinctions have been m...
Cites in Google Scholar:
61
Toward a conceptual understanding and definition of executive coaching.
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...
Cites in Google Scholar:
949
Executive coaching: Developing managerial wisdom in a world of chaos.
R Kilburg American Psychological Association 2000
The unrelenting pace of business in modern organizations places constant pressure on employees, challenging the physical and emotional resources of both staff and supervisors. Consultants have become familiar with the survivalist mentality among workers, each struggling to improve production, solve intractable conflict, and chart realisti...
Cites in Google Scholar:
783
Manager coaching skills: Development and application
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
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...
Cites in Google Scholar:
767
Executive coaching: A continuum of roles.
R Witherspoon, R White Consulting Psychology Journal: Practice and Research 1996
Cites in Google Scholar:
449
3.36 MB
Coaching: Theory and Practice
C Gegner 1997
Cites in Google Scholar:
93
190 KB
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...
Cites in Google Scholar:
218
185 KB
Does Supervisory Coaching Behaviour Reduce Salespeople’s Lies?
A Mathieu, C Pousa International Journal of Evidence Based Coaching and Mentori... 2011
Lying is pervading organizations and has a high economic and social toll. Lying among salespeople can be particularly dangerous, as they are at the boundaries of the organization and can affect many organizational outcomes. Traditionally, control systems have been used to reduce information asymmetry and the possibility of opportunis...
Cites in Google Scholar:
17
116 KB
Discovering, applying and integrating: The process of learning in coaching
K Griffiths, M Campbell International Journal of Evidence Based Coaching and Mentori... 2009
Coaching is a rapidly expanding field with interdisciplinary roots and broad application. However, despite abundant prescriptive literature, research into the process of coaching is minimal. Similarly, although learning is inherently recognised in the process of coaching, the process of learning in coaching is little understood and lea...
Cites in Google Scholar:
153
83 KB
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...
Cites in Google Scholar:
48
Managerial coaching: A concept analysis
V Batson, L Yoder Journal of Advanced Nursing 2012
Aim. This article presents a report of a concept analysis of managerial coaching. Backgound. Managerial coaching has been identified as a means for managers to give support to staff nurses, however, no clear delineation of what behaviours and attributes constitute managerial coaching or differentiate it from other career development ...
Cites in Google Scholar:
134
The third ‘generation’ of workplace coaching: creating a culture of quality conversations
A Grant Coaching: An International Journal of Theory, Research and P... 2017
Workplace coaching is increasingly used in organisations. Workplace coaching is conducted internally within an organisation for the purpose of helping employees, managers and leaders attain work-related goals. Workplace coaching methodologies have evolved over time. The first ‘generation’ (1990s) focused on performance management. A hallm...
Cites in Google Scholar:
162
The third ‘generation’ of workplace coaching: creating a culture of quality conversations
A Grant Coaching: An International Journal of Theory, Research and P... 2017
Workplace coaching is increasingly used in organisations. Workplace coaching is conducted internally within an organisation for the purpose of helping employees, managers and leaders attain work-related goals. Workplace coaching methodologies have evolved over time. The first ‘generation’ (1990s) focused on performance management. A hallm...
Cites in Google Scholar:
162
The effect of business coaching and mentoring on small-to-medium enterprise performance and growth
B Crompton 2012
This thesis aims to address the principal question of whether business coaching directly or indirectly enhances firm financial performance and growth. The present thesis incorporates four comprehensive and inter-related studies designed to investigate the contribution of business coaching to firm growth in cohorts of start-up companies an...
Cites in Google Scholar:
59
768 KB
Managerial coaching – A literature review
P Lawrence International Journal of Evidence Based Coaching and Mentori... 2017
The term managerial coaching is often used to describe the leader’s role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is often regarded as a ‘cut down’ or simplified version of external coaching, it is suggested here that the role of the managerial coach is, in ma...
Cites in Google Scholar:
132
1.96 MB
An Exploratory Qualitative Study of Employee Perceptions of Effective Manager Coach-Employee Relationship
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
77 KB
Is it possible for managers to coach effectively in a hostile culture?
S Smith International Journal of Evidence Based Coaching and Mentori... 2018
This paper proposes that it is possible for a manager to effectively coach their team, regardless of the culture that they are operating within. The piece of qualitative research uses Interpretative Phenomenological Analysis to provide insight into how a group of managers make sense of their experience of managerial coaching (Smith, Flowe...
Cites in Google Scholar:
10
An exploration of managers and leaders using coaching skills
J DiGirolamo, J Tkach Consulting Psychology Journal: Practice and Research. Advanc... 2019
The use of coaching skills by managers and leaders, often termed managerial coaching, has become popular in recent years. Despite this trend, a scarcity of research exists on the topic. Researchers continue to debate how best to conceptualize, define, and measure the use of coaching skills by managers and leaders, how effective it is, and...
Cites in Google Scholar:
114
2.54 MB
Dynamic Team Leadership Coaching Towards Business Results
A Barosa-Pereira 2020
Limited published research has examined team coaching function processes. Through an extensive systematic literature review, this research explores team coaching knowledge and proposes a new construct by adding the Dynamic Team Leadership meta-theory (Kozlowski, Watola, Nowakowski, Kim and Botero, 2009). The concept of Dynamic Team Leader...
Cites in Google Scholar:
1