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References (20 in Portal)
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L Brotman, W Liberi, K Wasylyshyn Consulting Psychology Journal: Practice and Research 1998
Psychologists working in the emerging competency area of "executive coaching" must promote a more complete understanding of what constitutes effectiveness in this arena—particularly when the expected outcome is sustained behavior change. Experienced psychologists must accept accountability for the need to inform and educate corporate deci...
Cites in Google Scholar:
327
E Chambers Wall Street Journal 2008
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0
C Douglas, W Morley Center for Creative Leadership 2000
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119
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
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
A Grant, D Stober John Wiley & Sons 2006
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570
K Wasylyshyn Consulting Psychology Journal 2003
While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...
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647
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GR Dagley Australian Human Resources Institute 2007
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4
DR Brown, D Harvey Prentice Hall 2011
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19
I Martin John Wiley & Sons 1996
Increasingly, corporations are finding that conventional change management consultants are incapable of dealing constructively with the larger psychological issues that underpin successful change and ultimately impact the bottom line. As a consequence, more and more business executives are coming to rely upon the services of consultant ps...
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28
DB Peterson Consulting Psychology Journal: Practice and Research 1996
Outlines the 5 research-based strategies that guide one-on-one coaching by a management consulting firm: forge a partnership, inspire commitment, grow skills, promote persistence, and shape the environment. The case study of a typical targeted coaching participant (a female executive who sought to develop stronger relationships with inter...
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437
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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176
RR Kilburg Consulting Psychology Journal: Practice and Research 1996
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33
LL Tobias Consulting Psychology Journal: Practice and Research 1996
Describes a systems-based approach to executive coaching that attempts to maximize the consideration of contextual factors. The case study of a 44-yr-old male executive illustrates this approach. The author notes that perhaps the greatest danger in coaching individuals from organizations in which there is no ongoing consulting relationshi...
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383
M O’Brien Supervision 1997
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897
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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131
DB Peterson, J Millier Consulting Psychology Journal: Practice and Research 2005
In the literature of the coaching profession, the voice of the client is rarely heard. This case study examines the coaching process from the perspective of both the coach and the participant, providing unique insights into the art of coaching. Beginning with background descriptions of the coach and the participant, the authors move into ...
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66
G Blackman-Sheppard Industrial and Commercial Training 2004
Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...
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896
SA Modoono Consulting Psychology Journal: Practice and Research 2002
This brief article provides the reader a self-assessment
tool designed to assist coaches
and
potential
coaches
evaluate
their practice.
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17
P Bluckert McGraw-Hill Education (UK) 2006
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255
B Peltier Taylor & Francis 2011
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895
Citations (8 in Portal)
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