D Peterson, J Bono, R Purvanova, A Towler Personnel Psychology 2009
Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive co...
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47
L Boyce, R Jackson, L Neal Journal of Management Development 2010
Purpose
– This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching.
Design/methodology/approach
– Data collected ...
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362
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...
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327
E Chambers Wall Street Journal 2008
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0
D Clutterbuck, D Megginson Chartered Institute of Personnel and Development 2005
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325
E de Haan Consulting Psychology Journal: Practice and Research 2008
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146
G Dai, MKP De Korn/Ferry Institute 2009
While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their f...
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13
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...
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580
WJG Evers, A Brouwers, W Tomic Consulting Psychology Journal: Practice and Research 2006
Coaching has become an important managerial instrument of support. However, there is lack of research on its effectiveness. The authors conducted a quasi-experimental study to figure out whether coaching really leads to presupposed individual goals. Sixty managers of the federal government were divided in two groups: one group followed a ...
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404
J Flaherty Routledge 2011
Coaching: Evoking Excellence in Others is an insightful, thought-provoking guide that dissects the art and science of coaching. Beginning with theories, concepts and models, the book moves on to consider rigorous methods of practice and self-observation in a relationship of mutual trust, respect and freedom of expression. It will probe yo...
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766
A Grant John Wiley & Sons 2006
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278
R Hargrove Jossey-Bass 2008
Book Description: When the first edition of Masterful Coaching was published, it quickly became the standard resource for anyone who was a coach, considering becoming a coach, or curious about being an extraordinary coach. In this completely revised third edition of his groundbreaking book, Hargrove presents his profound insights into the...
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770
196 KB
Y Ives International Journal of Evidence Based Coaching and Mentori... 2008
This paper sets out the argument that quite fundamental issues, both theoretical and practical, divide the various approaches to coaching. It does not suggest that any one approach is better or right; each approach would be more appropriate in particular situations. However, by understanding more clearly the nature of the difference betwe...
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489
R Kilburg Consulting Psychology Journal: Practice and Research 2004
This article introduces the 3rd Consulting Psychology Journal special issue on executive coaching and briefly examines the current status of the scientific knowledge base in the field. It compares the emergence of the empirical literature on coaching to the historical pathway created by psychotherapy and hypothesizes that research on exec...
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151
H Kimsey-House, K Kimsey-House, P Sandahl, L Whitworth Nicholas Brealey Publishing 2011
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271
J Kofodimos Davies-black Publishing 2007
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6
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
F Luthans, S Peterson Human Resource Management 2003
Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on e...
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462
120 KB
J McGovern, M Lindemann, M Vergara, S Murphy, L Barker, R Wa... Manchester Review 2001
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487
A Hardingham CIPD Publishing 2004
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87
T Bachkirova, P Jackson, D Clutterbuck McGraw-Hill Education (UK) 2011
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107
CP D’Abate, ER Eddy, SI Tannenbaum Human resource development review 2003
Employee development can take a variety of forms including “developmental interactions” such as coaching, mentoring, apprenticeship, and action learning. The broad literature on approaches to development lacks agreement on what these constructs represent. Rather than impose new construct definitions on the field, the current research addr...
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450
BR Ragins, J Cotton, J Miller Academy of Management Journal 2000
Employing a national sample of 1,162 employees, the authors examined the relationship between job and career attitudes and the presence of a mentor, the mentor's type (formal or informal), the quality of the mentoring relationship, and the perceived effectiveness and design of a formal mentoring program. Satisfaction with a mentoring rela...
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1830
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
N MacLennan Gower Aldershot 1995
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365
P Zeus, S Skiffington McGraw Hill Professional 2001
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1
A Carter ERIC 2001
A four-phase study was conducted in Great Britain to determine what executive coaching is, why organizations use it, what issues are involved, and where executive coaching fits in terms of management learning theory. Data were gathered through a literature review, in-depth interviews with management development specialists and others in o...
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71
J Passmore Kogan Page Publishers 2010
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284
M O’Brien Supervision 1997
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877
RA Jones, AE Rafferty, M Griffin Leadership & Organization Development Journal 2006
Purpose
– This paper proposes to investigate the influence of executive coaching on managerial flexibility in order to build a stronger theoretical and empirical basis for executive coaching research.
Design/methodology/approach
– A repeated measures design was adopted. About 11 leaders participated in a leadership development progra...
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165
J Bolt Harvard business review 2005
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625
J Hackman, R Wageman Academy of Management Review 2005
After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when co...
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1618
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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880
E Murray Industrial and Commercial Training 2004
Intuition calls upon combined wisdom acquired during a lifetime. It is a speedy, creative and subconscious process that can get to the truth of things without reasoning or analysis. It works sufficiently often to be taken seriously. Coaching an unregulated profession, can deliver successful results through the intuitive approaches of both...
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24
AD Ellinger, RP Bostrom Journal of Management Development 1999
Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the micro‐behaviors manifested in them remain an area that has n...
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567
P King, J Eaton Industrial and commercial training 1999
Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achiev...
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132
M Bagshaw Industrial and Commercial Training 1998
The sibling organization is a stage in the development of organizations following the uncertainty created by downsizing and restructuring. People feel the need to invest in self‐preservation, perhaps at the expense of collaborative effort, risk‐taking and shared learning. Organizational defensive routines limit growth and creativity. Mora...
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20
R Brunner Journal of Managerial Psychology 1998
Psychoanalysis has nothing to say about firms or management as such; inversely, psychoanalytic coaching can aid managers to develop a better understanding of the role they exercise within the firm and to better position themselves in decision making and communication with other people. While it is a practice that takes place outside the c...
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38
LM Fine, EB Pullins Journal of Personal Selling \& Sales Management 1998
Peer mentoring relationships are common in sales organizations, but there have been few systematic investigations of the nature of these relationships in the sales domain. Additionally, the literature from other fields is mixed on whether men and women fare differently in mentoring relationships. We investigate the nature of mentoring in ...
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74
L Giglio, T Diamante, JM Urban Journal of Management Development 1998
To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trou...
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116
B Bivens The Journal for Quality and Participation 1996
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132
MEP Seligman Simon and Schuster 2012
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13282
C Kauffman, I Boniwell, J Silberman Sage 2010
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76
E Parsloe, M Wray Kogan Page Publishers 2000
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790
J Rogers Open University Press 2008
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0
T Bachkirova, E Cox The International Journal of Mentoring and Coaching 2004
This article addresses the issue of forced estrangement between coaching and counselling. The separation between the two fields is explored and the consequences of this for coaching in particular as a newly established profession are discussed. It will be suggested that the source of differences and similarities between various types of ‘...
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0
A Brockbank Kogan Page Publishers 2006
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502
DB Drake Sage 2010
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112
W Allen, L Grodzki Norton & Company 2005
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26
126 KB
C Filsinger International Journal of Evidence Based Coaching and Mentori... 2014
Global virtual working across cultures and the use of manager-as-coach programmes have been
increasing. Although some research on culture in coaching, virtual coaching and the manager-as-coach
exists separately, few studies have been undertaken on the line manager as a coach in a virtual and crosscultural
setting. This article identifi...
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29
E de Haan International Coaching Psychology Review 2014
Purpose: The purpose of this study is to go to the heart of the consulting and coaching intervention and to
explore what is its core active ingredient. In earlier articles (De Haan, 2011 & 2012) I introduced two basic
ingredients in terms of their historical understanding: transference and reflective-self function. This article
hopes t...
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8
B Sun, F Deane, T Crowe, R Andresen, LG Oades, J Ciarrochi International Coaching Psychology Review 2013
Objectives: The coaching relationship has been described as the catalyst for change. This study explores the
coaching relationship by comparing the working alliance and the ‘real relationship’ – the undistorted and
authentic experience of the other – in participants in skills coaching and transformational coaching.
Design: A 2 (coachin...
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23
S Henochowicz, D Hetherington Leadership \& Organization Development Journal 2006
Purpose
– Medicine is undergoing dramatic changes that will alter its basic organizational structure. The integration of evidence‐based medicine, patient centered care, and the electronic medical record into medical practice will necessitate innovative approaches to management.
Design/methodology/approach
– A review of the literature...
Cites in Google Scholar:
93
AE Ellinger, AD Ellinger, SB Keller International journal of physical distribution \& logist... 2005
Purpose
– To examine warehouse worker development associated with managerial coaching in the logistics industry.
Design/methodology/approach
– Examine the efficacy of this developmental approach in a logistics context, a survey method was used to provide an overview of supervisors' coaching behavior at 18 distribution centers in the ...
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147
G Lee CIPD Publishing 2003
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181
D Clutterbuck Nicholas Brealey Publishing 2007
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2
P Bluckert McGraw-Hill Education (UK) 2006
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241
H Williams, N Edgerton, S Palmer Sage 2010
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119
M Neenan, S Palmer Stress News 2001
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119
L Stern, S Stout-Rostron Coaching: An International Journal of Theory, Research and P... 2013
This article explores the extent to which the research focus areas of the 100 proposals generated by the International Coaching Research Forum (ICRF) in 2008 have been addressed in substantive, primary and evidence-based research. Abstracts of English-language, peer-reviewed research on coaching published from January 2008 to June 2012 we...
Cites in Google Scholar:
48
