Forty things every manager should know about coaching.
J Burdett Journal of Management Development 1998
Cites in Google Scholar:
199
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Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.
A Ellinger, S Keller Human Resource Development Quarterly 2003
Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching...
Cites in Google Scholar:
848
Workplace and executive coaching: A bibliography from the scholarly business literature.
A Grant John Wiley & Sons 2006
Cites in Google Scholar:
70
Coaching and leadership: Practice, perspectives and directions from the field
TJ Kemp International Coaching Psychology Review 2009
Cites in Google Scholar:
3
Is coaching an evolved form of leadership? Building a transdisciplinary framework for exploring the coaching alliance
T Kemp International Coaching Psychology Review 2009
Cites in Google Scholar:
42
The third ‘generation’ of workplace coaching: creating a culture of quality conversations
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...
Cites in Google Scholar:
146
420 KB
The impact of training, mentoring and coaching on personal learning in the sales environment
S Bradford, B Rutherford, S Friend International Journal of Evidence Based Coaching and Mentori... 2017
Training, mentoring, and coaching are all tools used to manage and enhance the performance of the sales force. However, little is known about the interplay between these learning tools and the extent to which a salesperson applies the knowledge, skills, and abilities acquired in training on the job, defined as learning transfer. Using a s...
Cites in Google Scholar:
42
The third ‘generation’ of workplace coaching: creating a culture of quality conversations
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...
Cites in Google Scholar:
148
768 KB
Managerial coaching – A literature review
P Lawrence International Journal of Evidence Based Coaching and Mentori... 2017
The term managerial coaching is often used to describe the leader’s role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is often regarded as a ‘cut down’ or simplified version of external coaching, it is suggested here that the role of the managerial coach is, in ma...
Cites in Google Scholar:
127