Results - Stream

On-the-job coaching

M Mace, W Mahler American 1958

Coaching and the art of management

R Evered, J Selman Organizational Dynamics 1989

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...

Coaching... a management tool for a more effective work performance.

G Allenbaugh Management Review 1983

Management Development-The Next Decade

A Barratt Journal of Management Development 1985

Coaching for high performance

CR Bell Advanced Management Journal 1987

Effective coaching: Improving marginal performers

G Bielous Supervision 1994

Boss or coach? It’s not what works for you--It’s what works for your team

T Brown Industry Week 1990

The team coach: vital new skills for supervisors \& managers in a team environment

D Deeprose AMACOM Div American Mgmt Assn 1995

Psychological skills and coaching.

B Howe Sport Science Review 1993

Reviews literature in sport psychology, focusing on relevance for coaching science. Topics reviewed include arousal management, focusing/concentration, confidence building, precompetition and competition strategies, and coach leadership behaviors. It is asserted that the current understanding of the psychological components of sport has t...

Coach the coach.

PJ Kelly Training & Development Journal 1985

Discusses the benefits to be derived from the coaching of sales representatives by field sales managers and reviews ways to institute such coaching. Trainers may have to convince managers of these benefits by showing that, despite their time constraints, the return on their investment is worthwhile. Trainers who are coaching managers to c...

Overcoming management resistance to career development programs.

ZB Leibowitz, B Kaye, C Farren Training \& Development Journal 1986

Discusses the 4 roles of managers in employee career development (coaching, appraising performance, advising, and referring); the rationale for each role; reasons why managers may resist these roles; recommendations to facilitate learning in each of the 4 roles; and the rewards that result from career development efforts. Instruments are ...

Performance coaching: Now and for the future

R Lucas HR Focus 1994

Offers suggestions to managers and supervisors on how to make an effective evaluation of employee performance. Establishment of goals; Collection of performance data; Analysis of performance; Review and modification of goals; Identification of developmental resources; Development of an action plan; Implementation of strategies; Evaluation...

The effect of managerial coaching on transfer of training.

DJ Miller 1990

Effects of peer coaching on the acquisition of direct instruction skills by low-performing preservice teachers

RL Morgan, R Menlove, CL Salzberg, P Hudson The Journal of Special Education 1994

We examined the effects of peer coaching, a method of supervising preservice teacher trainees who were learning to deliver direct instruction procedures to small groups of elementary-age students with mild disabilities. Coaches helped five low-performing trainees acquire effective teaching behaviors by (a) evaluating videotapes of their t...

Coaching Socially Rejected Early Adolescents Regarding Behaviors Used by Peers to Infer Liking A Dyad-Specific Intervention

K Murphy, B Schneider The Journal of Early Adolescence 1994

In an experimental manipulation, 24 socially rejected children, two from each of 12 different Grade 5 classes, were coached on the importance of displaying behaviors known to be used by peers in making inferences of liking. These children were then encouraged to communicate these behaviors toward selected friendship targets within their o...

The manager's role as coach and mentor

CD Orth, HE Wilkinson, RC Benfari Organizational Dynamics 1987

Skill learning and behavior change in an individually tailored management coaching and training program.

DB Peterson 1993

Coaching on leadership

M Popper, R Lipshitz Leadership & Organization Development Journal 1992

Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain) is central to coaching, describes how self‐efficacy ...

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.

Common factors aren't so common: The common factors dilemma

J Weinberger Clinical Psychology: Science and Practice 1995

There is apparently little difference in the effectiveness of different kinds of psychotherapy. One explanation is that common factors cut across them. The major schools do not much attend to common factors, however, and it may be that outcome equivalence is due as much to common neglect of common factors as to their use. Five common fact...

Integrating psychodynamic and systems theories in organization development practice.

R Kilburg Consulting psychology journal: Practice and research 1995

Presents a 17-dimension model that integrates many of the major conceptual features of psychodynamic theory and general systems theory. It describes the principle features of each of the dimensions and many of their interactions, and compares some of the characteristics of each of these theories. Three case examples are presented (i.e., t...

Skill acquisition of executive coaches: A journey toward mastery

J Bennett, KDB Rogers McColl School of Business 2011

The skill development of executive coaches remains more an art than a science. Building on the models of skill acquisition and expertise development, this qualitative, descriptive study involved 26 executive coaches, with and without formal coaching credentials. The data from the advanced beginner and expert level coaches were thematicall...

Evaluating the Effectiveness of Executive Coaching: Something to Consider.

G Dai, MKP De, G Hallenbeck, R Lee SIOP Conference 2010 2010

There is a lack ofconsensus among professionals regarding how to evaluate executive coaching. This paper examines seven areas that will impact the way researchers evaluate coaching effectiveness and the conclusions they draw from their studies. Clarification on these areas will guide the future ofcoaching evaluation research and practice.

The Cognitive-Behavioral Approach to Executive Coaching.

M Ducharme Consulting Psychology Journal: Practice and Research 2004

This article is an attempt to evaluate the appropriateness of the cognitive-behavioral approach for use in executive coaching engagements. The basic tenets of cognitive- behavior therapy, as well as its conceptual underpinnings, are reviewed. Following this, a discussion of how well the goals of executive coaching are met by a cognitive-b...

Evaluating leadership coaching: A review and integrated framework.

L Boyce, K Ely, J Nelson, S Zaccaro, G Hernez-Broome, W Whym... The Leadership Quarterly 2010

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation...

Toward a profession of coaching: Sixty-five years of progress and challenges for the future.

M Cavanagh, A Grant International Journal of Evidence Based Coaching and Mentori... 2004

The coaching industry has reached a key important point in its maturation. This maturation is being driven by at least three interrelated forces: (1) accumulated coaching experience; (2) the increasing entry of professionals into coaching from a wide variety of prior backgrounds; and (3) the increasing sophistication of management and ...

Key characteristics of the commercial Australian executive coach training industry.

A Grant, B O'Hara International Coaching Psychology Review 2008

Objectives: To identify organisations who offer executive coach training and business coach training in Australia; assessment processes, cost and duration of courses; the delineation between coaching and counselling; marketing claims made; and the qualifications of the owners and trainers. Design: A qualitative process of emergent them...

Choosing an executive coach: The influence of gender on the coach-coachee matching process.

D Gray, H Goregaokar Management Learning 2015

Coaching has enjoyed substantial commercial growth, but empirical support for its effectiveness is limited. Nowhere is this more so than in the matching process between coach and coachee. This study describes the results from a coaching programme in which coachees were asked to reflect on and justify their choice of coach. Initial, qualit...

Resistance, motivational interviewing, and executive coaching.

P Harakas Consulting Psychology Journal: Practice and Research 2013

In the sphere of executive coaching, there is great need for the development of mature, refined, and nuanced theoretical conceptualizations. This review attempts to bridge the insights gained from specific areas of social, clinical, and counseling psychology with the executive coaching literature. The article reviews and discusses theoret...

Take care what you bring with you: How coaches' mood and interpersonal behavior affect coaching success.

P Ianiro, S Kauffeld Consulting Psychology Journal 2014

The quality of coaching working alliances is crucial for coaching success. Determining the ingredients that contribute to a high-quality coaching working alliance is an important question for research. Interpersonal behavior is considered to be a vital factor for a successful coach– client working alliance. This study analyzes how a coach...

The application of the 3+1Cs relationship model in executive coaching.

J Passmore, S Jowett, K Kanakoglou Consulting Psychology Journal: Practice and Research 2012

Executive coaching is an intervention that organizations often use to enhance managers' opportunities, develop skills, promote knowledge and reflectivity, as well as improve overall performance. An effective working relationship has been considered a necessary condition for the success of executive coaching. Thus, the present study aimed ...

Maximizing the impact of executive coaching: Behavioral change, organizational outcomes, and return on investment.

J McGovern, M Lindemann, M Vergara, S Murphy, L Barker, R Wa... Manchester Review 2001

Coaching on the dark side.

E Nelson, R Hogan International Coaching Psychology Review 2009

Dysfunctional personality characteristics can derail the career of an otherwise competent executive. Personality predicts both leadership effectiveness and derailment, and assessment of these characteristics is critical for effective coaching and leader development. This paper reviews the relationship between personality and leadership an...

Measuring executive coaching efficacy? The answer was right here all the time.

R Orenstein Consulting Psychology Journal: Practice and Research 2006

This article demonstrates that executive coaching efficacy can be measured empirically. It describes the application of C. P. Alderfer's & L. D. Brown's (1972) "Empathic Organic Questionnaire" to executive coaching by summarizing a case in which it was adapted and utilized, by detailing the instrument's construction and administration, an...

Attitudes of coaches towards the use of computer-based technology in coaching.

S Otte, A Bangerter, M Britsch, U Wüthrich Consulting Psychology Journal 2014

Coaching has become a widespread development practice. From executives to private individuals, people seek for help from professional coaches to achieve their goals. Computer technology might make coaching practice more efficient and more accessible. Parts of the coaching process could be automated and face-to-face sessions replaced by We...

Coach, Know Thyself: The Developmental Consciousness of Professional Coaches

K Perry 2015

This dissertation explores the developmental consciousness (DC) of a sample of certified professional coaches using Kegan's (1982) constructive developmental theory as its foundation. Kegan (1994) proposes five progressively complex stages of human consciousness and his empirical work has found most in the general population to be at the ...

The impact of an online evidence-based coaching program on goal striving, subjective well-being, and level of hope

M Poepsel 2011

The purpose of this study was to measure the effectiveness of an online evidence-based coaching program in terms of goal attainment, subjective well-being and level of hope. Both the coaching industry and use of the Internet have grown dramatically, and some coaches have added online communication to traditional face-to-face and telephone...

Do Theory and Techniques in Executive Coaching Matter More Than in Therapy?

J Segers, D Vloeberghs Industrial and Organizational Psychology: Perspectives on Sc... 2009

Rational-emotive behavior therapy: A behavioral change model for executive coaching?

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 ...

Current challenges and future directions in coaching research

D Stober, C Perry Australian Academic Press 2005

Relating in executive coaching: A behavioural systems approach.

M Visser Journal of Management Development 2010

Purpose – In recent research the strength and nature of the relationship between coaches and executives appears as a critical success factor in successful coaching outcomes. However, little theory has as yet been devoted to an analysis of how relationships are used in executive coaching. Such an analysis requires going from the monadic, ...

Executive coaching: A comprehensive review of the literature.

S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001

The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...

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...

Coaching eye for the research guy and research eye for the coaching guy: 20/20 vision for coaching through the scientist-practitioner model

D Stober Proceedings of the second International Coaching Federation ... 2004

A Framework for Developing Women Leaders Applications to Executive Coaching

D O’Neil, M Hopkins, D Bilimoria The Journal of Applied Behavioral Science 2015

Informed by extant literature, we develop a framework of women’s leadership development that integrates the key factors affecting women’s leadership development (challenging organizational contexts, work–life integration and career/life-stage concerns) and the characteristics of women’s leadership presence. We define leadership presence a...

Executive coaching from the executive's perspective.

JJH Stevens Consulting Psychology Journal: Practice and Research 2005

Coaching efficacy with academic leaders: A phenomenological investigation

D Vansickel-Peterson 2010

Coaching leaders in middle and executive management: Goals, performance, buy-in

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...

An evaluation of a life coaching group program: A waitlist control study

S Green, L Oades, A Grant Australian Academic Press 2005

Coaching New School Principals during Their Professional Integration: Exploring Opportunities for Improvement

N Lauzon Journal of Education and Human Development 2015

The general objective of this study is to examine the coaching offered by Québec school boards to new school principals during their professional integration period. More specifically, it aims to study coaches’ perceptions of: 1) the positive impacts expected from executive coaching, 2) the factors that facilitate this coaching, and 3)...

Structure and characteristics of effective coaching practice

Q Wang The Coaching Psychologist 2013

The paper reviews a range of existing coaching models published from 2000 to 2010 that have been widely used in the field of executive coaching, personal coaching and performance coaching. It has been found that these models provide a comprehensive template or pervasive structure of effective coaching practice. The structure covers sev...

Developing a healthcare leadership coaching model using action research and systems approaches – a case study: Implementing an executive coaching programme to support nurse managers in achieving organisational objectives in Malta

H Law, R Aquilina International Coaching Psychology Review 2013

Objectives: This study aims to show how a leadership coaching programme for Nurse Ward Managers may be implemented in a general hospital with the following objectives: ● clarify the Nurse Ward Managers’ idealised leadership attributes (ILA); ● identify any perceived gaps in leadership skills; ● develop and provide a comprehensive coa...

A model of executive coaching: A qualitative study

MT Augustijnen, G Schnitzer, R Van Esbroeck International Coaching Psychology Review 2011

Objective: This paper targets the development of an experimental based model of executive coaching using a qualitative analysis of interview data with coachees. Design: In this study data on the process of executive coaching were collected ex post facto with 10 persons who had gone through executive coaching during 2008–2009. Methods:...

Evaluating the links between leadership development coaching and performance

P Cortvriend, C Harris, E Alexander International Coaching Psychology Review 2008

Measuring and maximizing the business impact of executive coaching.

A Levenson Consulting Psychology Journal: Practice and Research 2009

This article addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching. A framework is introduced for identifying the business impacts of coaching. An application of the framework is presented using exploratory study data from 12 matched coach-coachee pairs showing varying degrees o...

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...

Do top executives prefer or occasionally need directive, instructional or strategic coaching? Parallels with the world of elite sport suggest that both industry and executives might benefit

N Heffernan, S Palmer Coaching Psychology International 2010

This paper discusses whether drawing parallels between elite athletes and top executives points towards using a more directive approach than is typically adopted in executive coaching.

Transformative Learning and Executive Coaching in the Workplace

E Rankin 2015

Transformative learning is a concept most often associated with the field of education. However, organizations are often seeking to transform executives in order to prepare them for more responsibility, more challenging roles or environments. Coaching is often used as one of the interventions to help facilitate significant executiv...

Identity construction in coaching: Schemas, information processing, and goal commitment

C Coultas, E Salas Consulting Psychology Journal: Practice and Research 2015

Leadership coaching is a nearly $2 billion per year industry (International Coach Federation, 2012), and although many different theories and approaches to coaching exist, relatively little is known about the differential effectiveness of various coaching approaches. Grounded in theories germane to but that transcend coaching (e.g., socia...

The development of human expertise: Toward a model for the 21st-century practice of coaching, consulting, and general applied psychology

R Kilburg Consulting Psychology Journal: Practice and Research 2016

In this article, executive or leadership coaching is considered within a broad context of the history of general applied psychology. Executive coaching is briefly explored in its major applications. Advocacy of the randomized controlled trials approach to advance the science base of the field is questioned. The current scientific and conc...

What Theories Of Leadership Are Implicit In A Coach Approach?

M Cherry, S Boysen-Rotelli Philosophy of Coaching: An International Journal 2016

The purpose of this paper is to explore what leadership theories are implicit in a coach approach. The authors begin by identifying organizational coaching trends to provide a framework for the exploration of several leadership theories. These leadership theories could inform coaching practice for executive, leadership and business coache...

Effectiveness of Leadership Coaching—An Integrated Evaluation Framework

W Hofmans 2015

The evaluation of the exact impact of executive coaching on both individuals and organisations is lagging behind. This has been demonstrated by the few empirical studies which link coaching to improved outcomes. This particular research project focuses on the coaching of leaders in organisations. It draws on resources from the fields of L...

Ethical situations in executive coaching as experienced and evaluated by psychology and non psychology trained coaches

M Sass 2016

The last 20 years has seen a proliferation in the practice of executive coaching despite the limited empirical research about its efficacy. This research focused on ethical issues arising in the practice of business and managerial coaching (“executive coaching”), which had not been extensively examined in coaching literature. The research...

Do we need alliance factor definitions unique to coaching? Clients’ operational definitions of research-based definitions

M Lopez International Journal of Evidence Based Coaching and Mentori... 2017

Vague definitional descriptors of the Coaching Alliance Common Factor measurement threaten construct validity in coaching research. Further, differing coach and client perceptions of the helping relationship, and coaching and therapeutic client dissimilarities compound the risk. Ten clients representing a global leadership coaching practi...

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...

Executive Coaching: New Framework for Evaluation

K Osatuke, B Yanovsky, D Ramsel Consulting Psychology Journal: Practice and Research 2017

Evaluation research has struggled to keep up with the popularity of coaching, as measures of its effectiveness are challenging to standardize, particularly when coaching executives. Similar to interpersonally based interventions in other fields such as counseling and psychotherapy, coaching takes the form of a fluid, humanistic process, w...

The Efficacy Of Executive Coaching: An Empirical Investigation Of Two Approaches Using Random Assignment And A Switching-Replications Design

J Williams, R Lowman Consulting Psychology Journal: Practice and Research 2018

Using random assignment and a switching-replications design in a corporate setting, this study compared the effectiveness of two approaches to executive coaching: goal-focused and process-oriented. Goal-focused coaching is based on goal-setting theory, which concentrates on identifying a task to be accomplished, whereas process-oriented c...

Client Dropout From Business Coaching

C Schermuly Consulting Psychology Journal: Practice and Research 2018

Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching b...

Coaching Competencies Deconstructed

K Payne 2017

The purpose of this capstone is to explore four qualities considered essential to professional coaching: authenticity, coaching presence, empathy, and openness. Through research in psychology and coaching literature, as well as interviews with experienced coach practitioners, this study first deconstructs each quality, and then creates a ...

Coming in from the cold: The experience of group coaching as a setting for entrepreneurial learning and change

E Ostrowski 2018

The challenges of entrepreneurship make learning integral to the entrepreneurial process. However, many entrepreneurs work in relative isolation and lack opportunities to engage with peers in ways that promote meaningful reflection and learning. This study explores the experience of group coaching as a setting for meaningful learning and ...

The anatomy of a longitudinal, embedded consulting and coaching engagement: Case study and conceptual issues.

R Kilburg Consulting Psychology Journal: Practice and Research in Orga... 2019

This paper presents a case study of a longitudinal, embedded consulting and coaching engagement at the Vanderbilt University Medical Center (the name of the client organization is used with permission throughout this paper), a top ranked U.S. academic health center, and provides an overview of a set of key conceptual issues involved in cr...

We don’t see color: How executive coaching can help leaders to create inclusive cultures by acknowledging structural racism

C Roche, J Passmore Consulting Psychology Journal 2023

How coaching interactions transform leader identity of young professionals over time

A Hughes, C Vaccaro International Journal of Evidence Based Coaching and Mentori... 2024

This longitudinal qualitative study explores how social interactions between young professionals and their leadership coach develop leader identity. Examining eleven pairs of coaches and clients participating in a three-to-six-month leadership development programme, this exploratory research found five general interaction types that form ...