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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...
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...
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...
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.
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...
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 ...
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 ...
The primary problems addressed in executive coaching are business and management issues; increasing performance; stimulating employees' motivation; applying different kinds of strategies to conflict management; and answering critical questions. It should be noted however, that in almost every case where executive coaching is sought, execu...
This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Survey and takes the initial steps in validating this instrument. It then explores the frequency of specific work Behaviours executive coaches use in their client interactions and examines the variability in these behaviours based on demogr...
The scholarly coaching literature has advanced considerably in the past decade. However, a review of the existing knowledge base suggests that coaching practice and research remains relatively uninformed by relevant psychological theory. In this paper it will be argued that Self-Determination Theory (SDT; Deci & Ryan, 1985) presents as...
The use of external business coaches to improve the performance and competence of employees is increasing dramatically. However, there is still little empirical research attesting to its effectiveness in achieving business goals, and there is no universally accepted way of evaluating its added value to the individual or the organisatio...
The pluralistic approach to counselling and psychotherapy (Cooper & McLeod, 2011) has created controversy in the therapy world but has yet to be explored as a coaching approach. This paper examines coaches' attitudes towards its potential for coaching. Practicing coaches were given a stepped introduction to the approach. Semi-structure...
The question of what encourages or discourages individuals to be coached, or not, is an interesting one. Particularly when the coaching is being funded and it has been positioned as a useful tool to aid the transition to a more senior position. In a study intended to follow 41 executives through the coaching process almost half of the ...
Part One of this article introduced the emerging field of Authentic Leadership and asked if Coaching Psychology can play a part in Authentic Leadership development. As authenticity is often encapsulated by the phrase ‘to thine own self be true’ Part One briefly chartered the historical study of the Self before moving on to look at the ...
Coaches and coaching psychologists may work with executive leaders who have issues with decision making, procrastination, stress, and feeling overworked. They may be avoiding making those important decisions, putting off tasks until deadlines are looming, not delegating work to lighten their workload, or continuing with tasks that make...
A grounded theory research design was used to explore how executive coaches help professionals deal with workplace intimidation. Workplace intimidation has a negative impact on targets of repeated hostile actions and language directed toward them by another employee at work. The phenomenon also has a negative effect on organizations in t...
The advent of the current stage of coaching research seeking to identify how coaching works, or the ‘active ingredients’ of coaching has taken coaching relationship research into a more prominent position. In exploring the questions of what we know about the coaching relationship and its role in coaching and coaching outcomes, and how we ...
