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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 (21 in Portal)
Back in Time
 
The effectiveness of executive coaching: What we can learn from the research literature

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...

Cites in Google Scholar: 10
 
Measuring change and persistence in human affairs: Types of change generated by OD designs.

R Golembiewski, K Billingsley, S Yeager The Journal of Applied Behavioral Science 1976

There is a truism about applied research that an inadequate concept of change leads to diminished or misguided applied research. Hence this paper urges distinguishing kinds of change, distinctions which are suggested by experience and also are supported with evidence generated by exotic statistical and computational techniques in which we...

Cites in Google Scholar: 1016
 
Using multisource feedback coaching effectively in executive education.

R Hooijberg, N Lane Academy of Management Learning & Education 2009

Many executive education programs that are focused on leadership now use multisource feedback. Both the faculty and clients then hope that providing this feedback will lead to performance improvements. Multisource feedback research has shown, however, that the extent to which improvement occurs depends on a variety of personality variable...

Cites in Google Scholar: 111
 
360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination.

F Luthans, S Peterson Human Resource Management 2003

Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on e...

Cites in Google Scholar: 428
 
Executive coaching as a transfer of training tool: Effects on productivity in a public agency.

G Olivero, K Bane, R Kopelman Public personnel management 1997

Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...

Cites in Google Scholar: 738
 
Measuring executive coaching efficacy? The answer was right here all the time.

R Orenstein Consulting Psychology Journal: Practice and Research 2006

This article demonstrates that executive coaching efficacy can be measured empirically. It describes the application of C. P. Alderfer's & L. D. Brown's (1972) "Empathic Organic Questionnaire" to executive coaching by summarizing a case in which it was adapted and utilized, by detailing the instrument's construction and administration, an...

Cites in Google Scholar: 128
 
Towards a model of coaching transfer: An exploration of the effects of coaching inputs on transfer

L Stewart, S Palmer, H Wilkin, M Kerrin International Coaching Psychology Review 2008

Objectives: Executive coaching has become a respected learning and development strategy. Coaching outcomes and the conditions required for coachees to implement and sustain their development in the workplace have yet to be fully understood. These deficits impede coaching evaluation. The present study sought to operationalise a successful ...

Cites in Google Scholar: 5
 
The impact of executive coaching and 360 feedback on leadership effectiveness.

E Thach Leadership & Organization Development Journal 2002

Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual c...

Cites in Google Scholar: 474
 
Executive coaching: An outcome study.

K Wasylyshyn Consulting Psychology Journal 2003

While executive coaching continues to mushroom as a practice area, there has been little outcome research. This article presents the results of a study that explored factors influencing the choice of a coach, executives' reactions to working with a coach, the pros and cons of both internal and external coaches, the focus of executive coac...

Cites in Google Scholar: 605
 
Executive coaching: A comprehensive review of the literature.

S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001

The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...

Cites in Google Scholar: 797
 
Toward a conceptual understanding and definition of executive coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 1996

A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...

Cites in Google Scholar: 849
 
Evaluating leadership coaching: A review and integrated framework.

L Boyce, K Ely, J Nelson, S Zaccaro, G Hernez-Broome, W Whym... The Leadership Quarterly 2010

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation...

Cites in Google Scholar: 470
Citations (25 in Portal)
Forward in Time
 
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program.

L Boyce, R Jackson, L Neal Journal of Management Development 2010

Purpose – This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching. Design/methodology/approach – Data collected ...

Cites in Google Scholar: 304
 
Critical moments of clients and coaches: A direct-comparison study.

A Day, de Haan. E., C Bertie, C Sills International Coaching Psychology Review 2010

Purpose: In this study descriptions of critical moments of coaching as experienced by both executive coaches and their clients are analysed and compared, to find out more about what works in coaching conversations. Design/Methodology: This is a real-time direct-comparison study of coaches’ and clients’ critical-moment experiences with...

Cites in Google Scholar: 62
 
Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self efficacy.

de Haan. E., A Duckworth, D Birch, C Jones Consulting Psychology Journal 2013

This article argues for a new way of studying executive-coaching outcomes, which is illustrated with a study based on data from 156 client– coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as that demonstrated...

Cites in Google Scholar: 369
 
The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study.

D MacKie Consulting Psychology Journal 2014

This study attempts to investigate the effectiveness of a strength-based coaching methodology in enhancing elements of the full range leadership model, especially transformational leadership. Transformational leadership is the process whereby leaders engage and influence their followers toward attaining a shared vision through their capac...

Cites in Google Scholar: 219
 
Efficacy of Immunity-to-Change Coaching for Leadership Development.

I Markus The Journal of Applied Behavioral Science 2013

This study is the first formal, quantitative investigation of the effectiveness of Immunity-to-Change coaching for leadership development. Forty-five supervisors who engaged in Immunity-to-Change coaching were compared with a comparison group of 25 supervisors from the same company to determine whether coached participants reported more p...

Cites in Google Scholar: 24
 
Executive coaching as a change process: An analysis of the readiness for coaching.

L Ratiu, A Baban Cognition, Brain, Behavior: An Interdisciplinary Journal 2012

Coaching gained interest as an effective action on change and development, whose results depend on coachee's participation and involvement in the process. Individual's receptivity to coaching may vary, and developmental needs may be different depending on the management level. The present research follows up the readiness for coaching thr...

Cites in Google Scholar: 19
 
A pluralistic approach to coaching

ZA Ultry, S Palmer, J McLeod, M Cooper The Coaching Psychologist 2015

A pluralistic approach to coaching and coaching psychology is proposed, based on Cooper and McLeod's ( 2011) pluralistic counselling and psychotherapy. Since we live in increasing complexity, it can be assumed that there are many right ways to coaching. The pluralistic approach suggests that instead of leaving the coach responsible for...

Cites in Google Scholar: 7
 
Developing a healthcare leadership coaching model using action research and systems approaches – a case study: Implementing an executive coaching programme to support nurse managers in achieving organisational objectives in Malta

H Law, R Aquilina International Coaching Psychology Review 2013

Objectives: This study aims to show how a leadership coaching programme for Nurse Ward Managers may be implemented in a general hospital with the following objectives: ● clarify the Nurse Ward Managers’ idealised leadership attributes (ILA); ● identify any perceived gaps in leadership skills; ● develop and provide a comprehensive coa...

Cites in Google Scholar: 29
 
Executive coaching: Does coach-coachee matching based on similarity really matter?

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...

Cites in Google Scholar: 79
 
Identity construction in coaching: Schemas, information processing, and goal commitment

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...

Cites in Google Scholar: 15
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Q Methodology as an evaluation tool: Evaluating coaching and mentoring in the pastoral ministry

T Hammond International Journal of Evidence Based Coaching and Mentori... 2016

It has been said that evaluating coaching/mentoring interventions is notoriously difficult (Klasen & Clutterbuck, 2002). In addition, evaluation in the pastoral ministry is difficult where objective outcomes are problematic to identify. Arguably the desirable outcomes are growth, development and self-efficacy of the pastor. Formative eval...

Cites in Google Scholar: 3
1.97 MB
Effectiveness of Leadership Coaching—An Integrated Evaluation Framework

W Hofmans 2015

The evaluation of the exact impact of executive coaching on both individuals and organisations is lagging behind. This has been demonstrated by the few empirical studies which link coaching to improved outcomes. This particular research project focuses on the coaching of leaders in organisations. It draws on resources from the fields of L...

Cites in Google Scholar: 0
 
What Research On Learning Transfer Can Teach About Improving The Impact Of Leadership-Development Initiatives

P Sørensen Consulting Psychology Journal: Practice and Research 2017

The worldwide effort to improve organizational performance through leadership development has been impressive, with huge sums of money being devoted to it each year. Unfortunately, the evaluation of the impact of leadership development has not kept pace, resulting in little evidence-based guidance for creating programs and interventions. ...

Cites in Google Scholar: 50
3.93 MB
The role of coaching in developing character strengths in leaders

B Eckstein 2017

Literature in the field of leadership development shows that leaders are sometimes not aware of their character strengths and thus do not use them to their advantage. Even a small coaching intervention using a Positive Psychology framework can lead to a shift in a person’s ‘way of being’ and enhance cognitive and other areas of functionin...

Cites in Google Scholar: 3
 
Internal versus external executive coaching

M Schalk, J Landeta Coaching: An International Journal of Theory, Research and P... 2017

The purpose of this paper is to show the advantages and disadvantages of internal and external executive coaching. To this end, it offers a thorough review of the literature and an exploratory study based on the Delphi method with 40 selected experts, who gave answers based on their own experience. The results indicate that the decision o...

Cites in Google Scholar: 20
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Health care staff perceptions of a coaching and mentoring programme: A qualitative case study evaluation

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...

Cites in Google Scholar: 13
 
Leadership Coaching 2.0: Improving the Marriage between Leadership and Coaching

K Otter Philosophy of Coaching: An International Journal 2017

This paper posits that in order for leadership coaching to realize its potential as a method for leadership development and to mature as a coaching specialty, a more robust engagement with the field of leadership and leadership development is needed. It describes the author’s journey of exploring the link between his knowledge of leadersh...

Cites in Google Scholar: 4
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Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness

T Webster International Journal of Evidence Based Coaching and Mentori... 2018

Research into workplace-training suggests actions taken by managers, such as discussing applying the training, can significantly impact the effectiveness of training. However, little is known as to whether these findings translate to workplace-coaching. This mixed-methods study gathered information on current practices involving managers ...

Cites in Google Scholar: 1
 
Executive coaching during organisational change: a qualitative study of executives and coaches perspectives

K Bickerich, A Michel, D O'Shea Coaching: An International Journal of Theory, Research and P... 2018

The aim of this qualitative interview study was to explore the change-coaching process as perceived by middle management executives and coaches using an inductive approach. We interviewed both executives and coaches about their experience of organisational change, and the role of coaching as a developmental tool for executives when managi...

Cites in Google Scholar: 24
 
The effectiveness of person-centered coaching intervention in raising emotional and social intelligence competencies in the workplace

M Lemisiou International Coaching Psychology Review 2018

Background: Research has shown that top performers (10 per cent) often differ from median performers in terms of emotional and social intelligence. Objective: The purpose of this study is to review a one-year, one-to-one, person-centered business coaching programme with the management and the production team members within an organisat...

Cites in Google Scholar: 20
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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The Impact of Professional Coaching on Emerging Leaders

R Brown, L Varghese, S Sullivan, S Parsons International Journal of Evidence Based Coaching and Mentori... 2021

Coaching is a well-established developmental tool for senior managers and leaders, but almost no research has examined the value of coaching for young, emerging leaders. This paper presents two studies examining the impact of leadership coaching among university students. Study 1, a waitlist-controlled experiment, revealed that student...

Cites in Google Scholar: 0
1.10 MB
Coaching in a higher education institution in the Middle East: Reflections on the obstacles and the way forward

P Mathew, A Nawaz Hakrob International Journal of Evidence Based Coaching and Mentori... 2022

Coaching is widely adopted by various types of organizations in order to facilitate the achievement of personal, professional and organisational goals. This case study of a coaching programme in a private higher education institution (HEI) in Oman, aims to evaluate the effectiveness of the programme, identify the challenges encountered by...

Cites in Google Scholar: 1
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