S Axelrod 2006
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G Dai, MKP De, G Hallenbeck, R Lee SIOP Conference 2010 2010
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.
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de Haan. E., V Culpin, J Curd Personnel Review 2011
Purpose – Executive coaching is gaining in popularity, both as part of personal or organisational development programmes and as a tailored form of individual consulting. The purpose of this study is to examine how various aspects of the executive coaching intervention make a difference to the clients of coaching themselves.
Design/meth...
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356
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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J Passmore, S Jowett, K Kanakoglou Consulting Psychology Journal: Practice and Research 2012
Executive coaching is an intervention that organizations often use to enhance managers' opportunities, develop skills, promote knowledge and reflectivity, as well as improve overall performance. An effective working relationship has been considered a necessary condition for the success of executive coaching. Thus, the present study aimed ...
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134
R Lowman Consulting Psychology Journal: Practice and Research 2007
This article reviews a series of articles in a special section on "Coaching and Consulting in Multicultural Contexts." It identifies overlapping themes and issues (e.g., the role of perception, culture, pragmatic wisdom, and trust in coaching), as well as issues still to be addressed. It is argued that much work remains to be done to esta...
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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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159
C Newnham-Kanas, J Irwin, D Morrow International Journal of Evidence Based Coaching & Mento... 2011
Currently, research supporting the validity of coaching is rising in both executive and life coaching
arenas. Research has revealed that co-active life coaching (CALC), a particular style of coaching, is
compatible with health-behaviour theory. However, very little information is known about co-active
coaches themselves. The purpose...
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J Segers, D Vloeberghs Industrial and Organizational Psychology: Perspectives on Sc... 2009
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W Carey, D Philippon, G Cummings Journal of Leadership Studies 2011
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A Pascal, M Sass, J Gregory Consulting Psychology Journal: Practice and Research 2015
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AM Passarelli Frontiers in psychology 2015
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C Turner, G McCarthy International Journal of Evidence Based Coaching and Mentori... 2015
The purpose of this study was to identify the factors that influence managers to take advantage of
coachable moments in day-to-day management. Interviews with ten managers found that time, skills,
and relationships were key factors considered by managers, but that these were considered within the
context of potential “risk” to the mana...
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C McComb International Journal of Evidence Based Coaching and Mentori... 2013
ABC manufacturing is a large publicly listed manufacturer and distributor. The mission of the
organization is to deliver superior and sustainable returns through leading market positions in the
construction, resources and industrial markets. It recognizes that people are a distinguishing feature of
successful business and is committ...
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G Newsom, EB Dent International Journal of Evidence Based Coaching and Mentori... 2011
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...
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A Walker-Fraser International Journal of Evidence Based Coaching and Mentori... 2011
The qualitative research study on which this article is based is an enquiry into the meaning and
essences of the executive coaching-organizational learning phenomenon, as a social construct of
the lived experiences and perceptions of HR professionals. The findings suggest a need to place
executive coaching within an organization’s syst...
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76
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J Cook International Journal of Evidence Based Coaching and Mentori... 2013
The Collaborative Action Coaching for Leaders model (Cook, 2011) is designed for the
transfer and sustainability of learning from the coaching session to outside that experience: it is
a return on investment. The model emanated from a doctoral level research study conducted
with leaders from UK voluntary sector organisations: namely Ad...
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E Pavur Jr Consulting Psychology Journal: Practice and Research 2013
This article notes the growing volume of work on leadership coaching, and the continued
scarcity of comparative research. The key question posed in this article is: What, from
the client’s perspective, drives the need for coaching? Examination of a practice that
“just grew,” revealed 3 major needs, which gave rise to 3 categories of co...
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C Pousa, A Mathieu Coaching: An International Journal of Theory, Research and P... 2015
The present business environment of extreme competition and rapid changes has motivated scholars to identify variables that can help companies stand up to and overcome these challenges. Research on self-regulation found that self-perceptions of efficacy not only can mediate the effects of external influences on results, but can also regul...
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135
S Sonesh, C Coultas, S Marlow, C Lacerenza, D Reyes, E Salas Consulting Psychology Journal: Practice and Research 2015
Although executive coaching has been shown to be effective, few research initiatives have attempted to understand the importance of the emergent relationship between a coach and coachee. This article explores the factors that influence coaching outcomes from both the coach and coachee’s perspective and presents the results of the mediatin...
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94
G Bozer, B- Joo, J Santora Consulting Psychology Journal: Practice and Research 2015
Although executive coaching has become increasingly popular in the corporate world for the last 2 decades, there have been few empirical studies on how the match between coach and coachee affects the coaching relationship. The purpose of this study was to examine the effects of gender similarity and perceived similarity on executive-coach...
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M Ricciardi, J Schaller, D Garcia, T Archer The International Journal of Mentoring and Coaching: Publish... 2015
There is a continuous need for empirical evidence regarding the impact and experience
of coaching leadership. The purpose of this study was to describe the effects from a
coaching leadership program. The results indicated that the majority of the participants
in the program used the skills acquired during the program (e.g., communicati...
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C Coultas, E Salas Consulting Psychology Journal: Practice and Research 2015
Leadership coaching is a nearly $2 billion per year industry (International Coach Federation, 2012), and although many different theories and approaches to coaching exist, relatively little is known about the differential effectiveness of various coaching approaches. Grounded in theories germane to but that transcend coaching (e.g., socia...
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J Beatty, A McGonagle International Journal of Evidence Based Coaching and Mentori... 2016
Chronic illness is a growing issue in the workplace, and can prompt employees to reconsider their professional and a coaching intervention to help develop personal resources to stay in the workforce. The analysis of data from exit interviews suggests that coaching supports coachees’ identity work and behavioural strategies for integrating...
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C Bond, M Seneque Journal of Management Development 2013
Purpose – Recent debates within the literature and amongst practitioners of coaching have been focussed on defining the scope and practice of coaching as a form of organizational intervention that can facilitate organizational and individual change. The purpose of this paper is to contribute to the debate about what coaching is by reviewi...
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159
V Vandaveer, R Lowman, K Pearlman, J Brannick Consulting Psychology Journal: Practice and Research 2016
This article presents results of an initial, empirically based professional-practice analysis (i.e., “job analysis”) of executive/professional development coaching by psychologists. This project was initiated in 2012 by the Society of Consulting Psychology (SCP) and the Society for Industrial and Organizational Psychology (SIOP) in a coll...
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J Fielder, L Starr International Journal of Coaching in Organizations 2008
In this article, Fielder and Starr address the nature of the coaching contract for external coaches offering organizational and executive coaching to individual clients. They begin by reviewing salient characteristics of legal and consulting contracts then focus on coaching contracts. Subsequently, the authors examine coaching contracts f...
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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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L Tamir, L Finfer Consulting Psychology Journal: Practice and Research 2016
Lifespan psychology suggests that executives in their 30s, 40s, and 50s represent different maturational levels and professional experience. To date, research has not explored the relationship between the age of an executive and the coaching process or coaching outcomes. We hypothesized that executives in these age ranges would respond di...
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P Henriques, C Curado, P Matos Coaching: An International Journal of Theory, Research and P... 2017
This study addresses three coach behaviours’ effects (warmness behaviour (WB); stimulating action (SA) and planning and structuring activities (PSA)) in two dimensions of coaching outcomes (coachee’s performance (CP) and the quality of the coach–coachee relationship (QCCR)). The paper argues that coaching is a helpful tool to achieve grea...
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M Dobosz, D Tee Coaching Psykologi 2016
Research within coaching (Feldman & Lankau, 2005) suggests that background characteristics may influence the perceived credibility of the coach. With an increase in the number of younger coaches entering the profession, this present study focuses particularly on the age of the coach as an influencing factor for clients when selecting a co...
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A O’Broin Coaching Psykologi 2016
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 ...
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R Ladyshewsky, R Taplin International Journal of Evidence Based Coaching and Mentori... 2017
This study explored the perceptions of an employee’s manager as coach behaviour and the relationship to their perceived work engagement. The Measurement Model of Coaching Skills (MMCS) by Park and colleagues and the Utrecht Work Engagement Scale (UWES) were used as the tools to measure this relationship. The MMCS was also validated furthe...
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A Stewart-Lord, L Baillie, S Woods International Journal of Evidence Based Coaching and Mentori... 2017
This study aimed to determine the value of the Coaching and Mentoring (C&M) Programme within a large National Health Service (NHS) system (‘Trust’) in London, England. A case study design was utilised with units of analysis: mentors, mentees, coaches, coachees, and line managers. Semi-structured interviews (n=32) took place in 2015. Findi...
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V Nanduri International Coaching Psychology Review 2018
Objectives: This study addressed three research questions: How do participants perceive the effects of coaching and sustain changes a year later? What challenges were experienced by the coachees in sustaining their changes? What factors enabled the coachees in sustaining their changes?
Design: The study employed Interpretative Phenomen...
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J Williams, R Lowman Consulting Psychology Journal: Practice and Research 2018
Using random assignment and a switching-replications design in a corporate setting, this study compared the effectiveness of two approaches to executive coaching: goal-focused and process-oriented. Goal-focused coaching is based on goal-setting theory, which concentrates on identifying a task to be accomplished, whereas process-oriented c...
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C Schermuly Consulting Psychology Journal: Practice and Research 2018
Research on client dropout in business coaching is scarce even though dropouts can have consequences for clients, coaches, organizations, and the validity of coaching research. In this article, a conceptualization and definition of client dropout are developed and justified. Client dropout is defined as the early termination of coaching b...
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A Hughes, C Vaccaro International Journal of Evidence Based Coaching and Mentori... 2024
This longitudinal qualitative study explores how social interactions between young professionals and their leadership coach develop leader identity. Examining eleven pairs of coaches and clients participating in a three-to-six-month leadership development programme, this exploratory research found five general interaction types that form ...
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