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...
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596
J Blattner Consulting Psychology Journal: Practice and Research 2005
This article is a review of a coaching engagement that spanned a 2-year period. The client was an executive with a global corporation. The case study discusses several key elements of the process, including trust, relationship building, and assessment, as well as content of the coaching process. Finally a summary from the coach and client...
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53
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...
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51
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...
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151
3.77 MB
D Stober Proceedings of the second International Coaching Federation ... 2004
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11
3.17 MB
G Abbott, A Grant Proceedings of the second ICF coaching research symposium 2004
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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
3.66 MB
A Gonzalez Proceedings of the First Coaching Research Symposium 2004
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34
4.51 MB
V Creane The Third International Coach Federation Coaching Research S... 2005
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T Kemp Australian Academic Press 2005
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25
PJ Webb Australian Academic Press 2005
The historical events of 9/11, the subsequent wars, and the coincidental collapse of corporations and economies have heightened the perception of complexity and uncertainty in the business environment. Executive managers face unprecedented challenges, solutions for which are often beyond the reach of current practice. That we live in turb...
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5
190 KB
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...
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208
V Libri, T Kemp International Coaching Psychology Review 2006
Objectives: Cognitive behavioural techniques have been the mainstay of psychological treatment for many
psychologists in clinical practice. However, there is little known in relation to the efficacy of cognitive
behavioural techniques for performance enhancement within a non-clinical setting, such as those found in
organisational envir...
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82
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L Drake II 2015
The purpose of this study was to explore patterns of the executive coaching experience among clients who use both face-to-face and technology-based mediated communication methods. A cross-sectional survey was conducted using a 24-item instrument administered to 108 female (n = 56) and male ( n = 52) participants, ranging in age from 27 to...
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J Bennett, M Bush OD practitioner 2009
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0
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G Ward, E van de Loo, S ten Have International Journal of Evidence Based Coaching and Mentori... 2014
Group coaching is growing as a leadership development intervention for executives, in business
schools and organizations. Benefits include economies of scale, diversity of perspectives, and behavioural
change. We studied the psychodynamic group coaching intervention technique practiced at a global
business school. This intervention ha...
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28
270 KB
G Bozer, JC Sarros International Journal of Evidence Based Coaching and Mentori... 2012
While executive coaching is a key means by which organisations and individuals build
executives’ capabilities, very little research has investigated how effective or beneficial this
development tool is to the individuals or the organisations in which they work. The purpose of this
study was to examine executive coaching effectiveness b...
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151
163 KB
G Abbott, P Rosinski International Journal of Evidence Based Coaching and Mentori... 2007
This article highlights relationships between the emerging practice of global coaching,
described in Rosinski (2003a, 2006) and six leading ‘evidence based’ approaches to coaching
(Stober & Grant, 2006). Attention is given to global coaching in the international business
environment, positioning the treatment within an executive coachi...
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58
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J Anzengruber International Journal of Evidence Based Coaching and Mentori... 2015
This paper examines the influence of managers’ personal time perspectives on perceived peer
coaching effectiveness. Relatively little research has been done on peer coaching in business
environments and on how to incorporate personal time perspectives into peer coaching settings. This
paper investigates the compatibility of different t...
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3
A O’Broin, S Palmer The Coaching Psychologist 2006
This paper highlights the paradox of the potential importance of the coach-client relationship to coaching
outcome, with a serious lack of studies in this area. Formal research into the coach-client relationship is
critical, as its confirmation as a factor instrumental in coaching outcome would have implications for
coaching effectiven...
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74
PJ Webb International Coaching Psychology Review 2006
Executive career derailment seems to coincide with one of the most significant transitions in life - the midlife
‘crisis’. Career derailment is most commonly caused by insensitivity; both to others needs and to the
individuals own developmental needs for authenticity. Executive coaches can form strong developmental
relationships with d...
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12
R Lee Consulting Psychology Journal: Practice and Research 2010
This article comments on Freedman & Perry’s (2010, this issue) case study “Executive
Coaching Under Pressure.” It examines the case from an executive coach’s perspective.
Areas discussed include initial contracting, client definition, goal setting, trust, learning,
and closure dimensions. The article also focuses on the relationship bet...
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2
N Newton, C Khanna, J Thompson Consulting Psychology Journal: Practice and Research 2008
Consulting psychologists often coach individuals confronting obvious or implied
workplace failure. They face the challenge of facilitating clients’ ability to
learn valuable personal and professional lessons from the experience while
helping them negotiate the negative psychological, emotional, and practical
consequences of failure in...
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52
J Blattner, A Bacigalupo Consulting Psychology Journal: Practice and Research 2007
This case study explores how emotional intelligence
(EI) was used to facilitate team and organizational
cohesiveness. An organizational
development (OD) consultant and an executive
coach, both senior consultants, facilitated this
engagement. An EI assessment and a teambuilding
retreat served as the foundation for the
process. In ad...
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94
S Farmer The Coaching Psychologist 2015
Since Hackman and Wageman’s description of a team coaching model (2005), subsequent commentary and research has been relatively limited compared to that of executive coaching targeted at individuals. This paper seeks to review the core terms that relate to and underpin team coaching, before focusing upon how it has been described and defi...
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15
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N Koroleva International Journal of Evidence Based Coaching and Mentori... 2016
The existing literature lacks theoretical and empirical research when exploring the phenomenon of sustainable change as a result of executive coaching. Despite the rapid growth of executive coaching, there is a disconnection between practice and academic research in assessing sustainable change. This means that reflective practitioners fa...
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21
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M Cavanagh, A Grant International Journal of Coaching in Organizations 2004
Coaches sometimes make the case that executive, workplace and personal (life) coaching are substantially different coaching applications. Exploring these issues it is concluded that there are indeed considerable overlaps between the personal and the professional in relation to executive coaching in organisations. To be truly effective, ex...
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33
1.14 MB
F Moen, R Kvalsund International Journal of Coaching in Organizations 2008
This article aims to clarify executive coaching by describing the coaching process through an examination of relevant theory. Establishing a relationship based on mutuality between the coach and the coachee is central to the coaching process as we see it. For the coachee to achieve independence and greater control of his or her own learni...
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51
540 KB
W Slenders 2010
The goal of this phenomenological study was to investigate and describe, from the Chief Executive Officer’s (CEO’s) perspective, the relationship between CEOs and their trusted advisors. This phenomenon is significant because CEOs at the top of their organizations increasingly find themselves isolated. To whom do they turn and trust for g...
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2
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...
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128
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...
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53
M Schalk, J Landeta Coaching: An International Journal of Theory, Research and P... 2017
The purpose of this paper is to show the advantages and disadvantages of internal and external executive coaching. To this end, it offers a thorough review of the literature and an exploratory study based on the Delphi method with 40 selected experts, who gave answers based on their own experience. The results indicate that the decision o...
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34
A Grant, S O'Connor Coaching: An International Journal of Theory, Research and P... 2018
Past research has found that solution-focused (SF) coaching questions led to more positive outcomes than problem-focused (PF) coaching questions. Another body of research (Broaden and Build Theory; Fredrickson, B. L. (1998). What good are positive emotions? Review of General Psychology, 2(3), 300–319) posits that positive emotions promote...
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