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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.

References (15 in Portal)
Back in Time
 
A conceptual model of coaching efficacy: Preliminary investigation and instrument development. Journal of Educational Psychology

D Feltz, M Chase, S Moritz, P Sullivan 1999

The authors present a conceptual model of coaching efficacy and develop a reliable and valid instrument to measure the concept and to examine its hypothesized sources and outcomes. Coaching efficacy is defined as the extent to which coaches believe they have the capacity to affect the learning and performance of their athletes. Using high...

Cites in Google Scholar: 606
 
Manager coaching skills: Development and application

S Graham, J Wedman, B Garvin--Kester Performance Improvement Quarterly 1993

The concept of “manager as coach” is increasingly popular in the management literature as a mechanism for improving employee involvement and performance. This paper summarizes a study to evaluate the effectiveness of a “coaching skills” program for sales managers. The program began with a five–day coaching skills course and was followed b...

Cites in Google Scholar: 130
 
Executive coaching at work: The art of one-on-one change.

DB Peterson Consulting Psychology Journal: Practice and Research 1996

Outlines the 5 research-based strategies that guide one-on-one coaching by a management consulting firm: forge a partnership, inspire commitment, grow skills, promote persistence, and shape the environment. The case study of a typical targeted coaching participant (a female executive who sought to develop stronger relationships with inter...

Cites in Google Scholar: 408
 
Coaching on leadership

M Popper, R Lipshitz Leadership & Organization Development Journal 1992

Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain) is central to coaching, describes how self‐efficacy ...

Cites in Google Scholar: 219
 
Facilitating intervention adherence in executive coaching: A model and methods.

RR Kilburg Consulting Psychology Journal: Practice and Research 2001

A review of the recent literature demonstrated that there are virtually no articles or research papers on the subject of intervention adherence or compliance in executive coaching. This article begins to address that deficit by presenting an 8-component model of coaching effectiveness that includes such elements as the coach--and client--...

Cites in Google Scholar: 249
 
Do we really understand coaching? How can we make it work better?

B Redshaw Industrial and Commercial training 2000

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in, they also become better and proactive learn...

Cites in Google Scholar: 192
 
Managerial coaching behaviors in learning organizations

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...

Cites in Google Scholar: 508
 
Coaching for results

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...

Cites in Google Scholar: 129
 
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: 696
Citations (17 in Portal)
Forward in Time
 
The coach-coachee relationship in executive coaching: A field study.

L Baron, L Morin Human Resource Development Quarterly 2009

Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected f...

Cites in Google Scholar: 511
 
The goal-focused coaching skills questionnaire: Preliminary findings.

M Cavanagh, A Grant Social Behavior and Personality 2007

Goal-focused coaching is increasingly being used to help people set and reach personal and workplace goals. However, coaches’ coaching skills are rarely measured. This exploratory study reports preliminary findings on the initial development and validation of a self-report measure, the Goal-focused Coaching Skills Questionnaire (GCSQ). So...

Cites in Google Scholar: 109
 
It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships.

J Gregory, P Levy Consulting Psychology Journal: Practice and Coaching: An Int... 2011

Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables ...

Cites in Google Scholar: 153
 
Executive coaching: A conceptual framework from an integrative review of practice and research

B Joo Human Resource Development Review 2005

Executive coaching has become increasingly popular despite limited empirical evidence about its impact and wide disagreement about necessary or desired professional qualifications. This article examines the practice of executive coaching, investigating the useful underlying theories by reviewing previous research. It also provides a conce...

Cites in Google Scholar: 657
 
Signalling a new trend in executive coaching outcome research

E de Haan, A Duckworth International Coaching Psychology Review 2013

Purpose: This contribution argues for a new way of studying executive-coaching outcome. The argument accepts that we are not likely to get rigorous data on coaching outcome from well-designed clinical trials in the near future, and assumes a degree of effectiveness that is based upon the first indications and the more rigorous studies ...

Cites in Google Scholar: 119
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Managing the Internal Labour Market in a Manufacturing Company: Explaining Coaching’s Perceived Ineffectiveness

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...

Cites in Google Scholar: 0
 
Is managerial coaching a source of competitive advantage? Promoting employee self-regulation through coaching

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...

Cites in Google Scholar: 108
 
A Trojan Horse? The Implications of Managerial Coaching for Leadership Theory

V Anderson Human Resource Development International 2013

This paper examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line-managers are analysed to: identify the behaviours associated with managerial coaching; examine factors that affect the propensity of managers to undertake coaching; and discuss the impli...

Cites in Google Scholar: 104
 
Managerial Coaching: A Review of the Empirical Literature and Development of a Model to Guide Future Practice

R Beattie, S Kim, M Hagen, T Egan, A Ellinger, R Hamlin Advances in Developing Human Resources 2014

The Problem - While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and e...

Cites in Google Scholar: 224
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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: 74
 
The Role Of Coaching For Relationship Satisfaction, Self-Reflection, And Self-Esteem: Coachees’ Self-Presentation Ability As A Moderator

J Rank, D Gray Consulting Psychology Journal: Practice and Research 2017

Although theoretical and applied work has emphasized the critical role of coachee personality in the coaching process, little empirical research has identified specific personality traits as moderating variables. Drawing from social-psychological theories, we examined coachees’ ability to modify self-presentation, a major facet of the sel...

Cites in Google Scholar: 7
1.96 MB
An Exploratory Qualitative Study of Employee Perceptions of Effective Manager Coach-Employee Relationship

E Albarracin 2018

Previous researchers showed manager coaches face challenges setting up effective employee coaching relationships with their direct reports. Previous quantitative studies about the employee coaching relationship have not fully captured the common factors of effective coaching relationships that contribute to successful coaching outcomes. T...

Cites in Google Scholar: 4
 
The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

Z She, B Li, Q Li, M London, B Yang Human Resource Development Quarterly 2019

Attention to the effects of managerial coaching usually focuses on subordinates. However, knowledge of the impact of coaching on the coaches is limited. Drawing upon conservation of resources theory, this study examined the extent to which coaching has benefits and costs for managers who spend time and energy coaching their subordinates. ...

Cites in Google Scholar: 19
 
An exploration of managers and leaders using coaching skills

J DiGirolamo, J Tkach Consulting Psychology Journal: Practice and Research. Advanc... 2019

The use of coaching skills by managers and leaders, often termed managerial coaching, has become popular in recent years. Despite this trend, a scarcity of research exists on the topic. Researchers continue to debate how best to conceptualize, define, and measure the use of coaching skills by managers and leaders, how effective it is, and...

Cites in Google Scholar: 59
2.54 MB
Dynamic Team Leadership Coaching Towards Business Results

A Barosa-Pereira 2020

Limited published research has examined team coaching function processes. Through an extensive systematic literature review, this research explores team coaching knowledge and proposes a new construct by adding the Dynamic Team Leadership meta-theory (Kozlowski, Watola, Nowakowski, Kim and Botero, 2009). The concept of Dynamic Team Leader...

Cites in Google Scholar: 1
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