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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.

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Leadership skills across organizational levels: A closer examination.

MKP De, D Guangrong APA Division 13 (Society for Consulting Psychology) Midwinte... 2015

There are two contrasting theoretical perspectives regarding how leadership skill requirements change across organizational levels. The Continuity Perspective posits that jobs at successively higher levels require all those skills of the lower levels. In contrast, the Discontinuity Perspective contends that managers need to relinquish som...

Cites in Google Scholar: 100
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Exploring the meaning of coaching for newly appointed senior leaders in their first twelve to eighteen months in role

G Reynolds International Journal of Evidence Based Coaching and Mentori... 2011

Newly appointed senior leaders are typically expected to “hit the ground running” and start making a difference within a few weeks of their arrival. This study explores how they articulate and interpret their experience of coaching during their transition period. Using a phenomenological based approach, the empirical research involved ...

Cites in Google Scholar: 28
 
Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative

R Kaiser, W Wallace Consulting Psychology Journal: Practice and Research 2016

Women make up about half of the U.S. workforce but fewer than 15% of corporate officers and 5% of CEOs. Much popular discussion about this disparity focuses on unconscious bias against women in leadership roles. The current study analyzed the presence of gender bias as distinct from substantive gender differences in ratings of the leadersh...

Cites in Google Scholar: 136
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Pathway to Leadership

B Bailey International Journal of Coaching in Organizations 2007

Coaching can take a strategic and more effective position when it is tied to an organization’s talent management strategy. The author of this article illustrates one way to position coaching as a key component tied to the business and to a talent management architecture. Coaching can evolve from being reactive (improving a leader’s perfor...

Cites in Google Scholar: 38
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Coaching the High Potential Leader: A Developmental and Holistic Perspective

J Sutton International Journal of Coaching in Organizations 2008

Organizations today are concerned about the impending shortage of leadership talent as a result of the looming baby boomer generation’s exodus from the workforce with fewer “GenXers” and “GenYers” to replace them. 2008 is heralded by the media as the first year of the exodus. Consequently, companies are focusing more resources and time on...

Cites in Google Scholar: 2
1.51 MB
Escape from Flatland: Using Polarity Management to Coach Organizational Leaders from a Higher Perspective

P Beach, J Joyce International Journal of Coaching in Organizations 2009

Coaching organizational leaders tends to focus on tackling challenges through traditional problem solving methods. Polarity Management is a practice that differentiates a problem to solve from a polarity to manage. This distinction provides more robust thinking about how to resolve challenges and increases the likelihood of arriving at so...

Cites in Google Scholar: 10
1.67 MB
What is the perceived contribution of coaching to leaders transitioning to more senior roles in the NHS?

A Gill International Journal of Evidence Based Coaching and Mentori... 2017

This case study explores the contribution of coaching in addressing the adaptive challenges of senior leadership transitions from the perspective of leaders who have recently transitioned to more senior roles in the NHS. The findings reveal a clear perception from participants that coaching helped them through the critical phases of their...

Cites in Google Scholar: 6
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