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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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Executive coaching: Developing managerial wisdom in a world of chaos.

R Kilburg American Psychological Association 2000

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...

Cites in Google Scholar: 750
 
Guided Reflection Model: How Executive Coaching Can Assist Organizational Leaders Enhance Their Creativity, Innovation and Wisdom

T Cerni American Journal of Educational Research 2015

This paper outlines how executive coaching can assist organizational leaders engage in a guided process of reflection to enhance their creativity, innovation and wisdom. The conceptual model proposed in this paper is an extension of the Cognitive-Experiential Theory (CET; Epstein, 2014) and the recently developed Cognitive-Experiential Le...

Cites in Google Scholar: 8
 
Coaching with emotion in organisations: investigation of personal theories

T Bachkirova, E Cox Leadership & Organization Development Journal 2007

Purpose – The aim of this study is to investigate personal theories of emotion that coaches have and how these theories are translated into strategies of working with clients' emotions. Design/methodology/approach – The approach to the study is phenomenological. A questionnaire method based on specifically designed stem sentences was...

Cites in Google Scholar: 51
 
Coaching the brain.

P Waring The Coaching Psychologist 2008

Described as a newly-emerging and applied sub-discipline of psychology (Green, Oades & Grant, 2006), it has been asserted that coaching psychologists are at the forefront of developments in the coaching field (Palmer & Cavanagh, 2006). This paper aims to draw attention to recent developments in psychology and neuroscience which may help u...

Cites in Google Scholar: 34
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From Strategic Planning to Strategic Coaching: Evolving conceptual frameworks to enable changing business cultures

G Ledgerwood International Journal of Evidence Based Coaching and Mentori... 2003

This paper uses an exploration of recent developments in corporate theory and human resources development to suggest that successful corporate systems emerging out of international business turbulence since 1990 constitute entrepreneurial networks rather than bureaucratic hierarchies. Enterprise networks require forms of human resourc...

Cites in Google Scholar: 17
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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
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How does coaching help to support team working? A case study in the NHS

V Woodhead International Journal of Evidence Based Coaching and Mentori... 2011

This paper explores how coaching supports team working in an NHS hospital. Using a case study methodology, a multidisciplinary team were asked to reflect on and describe their experiences of being coached and how this supported them in working as a team. The findings demonstrate that team coaching supported team working in a number of ...

Cites in Google Scholar: 50
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A shift in the room – myth or magic? How do coaches create transformational shifts in a short period of time?

J Moons International Journal of Evidence Based Coaching and Mentori... 2016

Although transformational learning is widely acknowledged within coaching, little is known about how such learning could be achieved in practice through coaching. Even less is known about how transformation can be achieved within a short period of time. This article reports on research that explores whether transformational shifts in the ...

Cites in Google Scholar: 16
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Thinking Outside Our Brains: Interpersonal Neurobiology and Organizational Change

L Page International Journal of Coaching in Organizations 2006

Organizational coaching and coaching in general draw on a number of different fields and academic disciplines. There is another field of study that integrates several disciplines. stimulated by the past decade of intense brain research, this field is called “interpersonal neurobiology” (Siegel, 1999). by showing that our brain processes a...

Cites in Google Scholar: 6
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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
 
Authentic Coaching: The relevance of the self of the coach to our coaching approach

S Moran Coaching Psychology International 2018

The purpose of this article is twofold. Firstly, to explore how the self of the coach is intertwined with the coach as professional, and secondly, to suggest ways that we can nurture this partnership. We discuss how authenticity, connection, and trust are key elements of the coaching relationship, how empathetic concern or compassion c...

Cites in Google Scholar: 0
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