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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
 
Behind closed doors: What really happens in executive coaching. Organizational Dynamics

D Hall, K Otazo, G Hollenbeck Organizational Dynamics 1999

Presents the results of a study sponsored by Boston University's Executive Development Roundtable that allow a critical review of the state of the practice of executive coaching. The study consisted of interviews with over 75 executives in Fortune 100 companies, as well as interviews with 15 executive coaches referred to the researchers a...

Cites in Google Scholar: 747
 
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: 725
 
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: 133
 
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: 267
 
Executive Coaching: Inspiring Performance at Work. IES Report 379.

A Carter ERIC 2001

A four-phase study was conducted in Great Britain to determine what executive coaching is, why organizations use it, what issues are involved, and where executive coaching fits in terms of management learning theory. Data were gathered through a literature review, in-depth interviews with management development specialists and others in o...

Cites in Google Scholar: 43
 
Does coaching work or are we asking the wrong question?

A Fillery-Travis, D Lane International Coaching Psychology Review 2006

Within the context of an expanding market for coaching in all its forms organisations are asking the questions ‘Does coaching work?’ They seek evidence of a return on investment. We argue within this paper that this is the wrong question. Before we can ask whether coaching works we must ask how is it being used, is a coherent framework of...

Cites in Google Scholar: 179
 
Media perceptions of executive coaching and the formal preparation of coaches.

AN Garman, DL Whiston, K Zlatoper Consulting Psychology Journal: Practice and Research 2000

Seventy-two articles on executive coaching appearing in mainstream and trade management publications between 1991 and 1998 were analyzed to determine (a) general opinions of the practice of executive coaching and (b) the extent to which training in psychology was described as relevant and useful to coaching practice. A content analysis me...

Cites in Google Scholar: 119
 
Executive coaching

G Blackman-Sheppard Industrial and Commercial Training 2004

Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...

Cites in Google Scholar: 421
 
How leaders foster self-managing team effectiveness: Design choices versus hands-on coaching

R Wageman Organization Science 2001

This multi-method field study examines the relative effects of two kinds of leader behaviors—design choices and hands-on coaching—on the effectiveness of self-managing teams. Findings show that how leaders design their teams and the quality of their hands-on coaching both influence team self-management, the quality of member relationships...

Cites in Google Scholar: 440
 
Coaching at the top: Assisting a chief executive and his team.

M Kralj Consulting Psychology Journal: Practice and Research 2001

Coaching at the executive level of organizations most often includes a blend of individual, team, and organizational interventions. As psychologists, traditions lead us to rely heavily on our unique expertise in individual assessment and treatment in working for organizational change. To explore the limits of this tradition, this case stu...

Cites in Google Scholar: 42
 
Lessons learned in--and guidelines for--coaching executive teams.

RC Diedrich Consulting Psychology Journal: Practice and Research 2001

The author shares his experience as a coach to senior teams by way of some recommended practice guidelines. These guidelines are intended to help those who coach teams, and those interested in doing so, to think more carefully and completely about their role as facilitator and helper.

Cites in Google Scholar: 37
 
The emerging role of the internal coach.

MH Frisch Consulting Psychology Journal: Practice and Research 2001

Growing from the demand for flexible, targeted development options and the acceptance of executive coaching emerges the role of the internal coach, a professional within an organization who, as a formal part of his or her job, coaches managers and executives. This article identifies this trend, defines the role of the internal coach, comp...

Cites in Google Scholar: 111
 
Does coaching work or are we asking the wrong question?

A Fillery-Travis, D Lane International Coaching Psychology Review 2006

Within the context of an expanding market for coaching in all its forms organisations are asking the questions ‘Does coaching work?’ They seek evidence of a return on investment. We argue within this paper that this is the wrong question. Before we can ask whether coaching works we must ask how is it being used, is a coherent framework of...

Cites in Google Scholar: 179
Citations (31 in Portal)
Forward in Time
 
Does coaching work or are we asking the wrong question?

A Fillery-Travis, D Lane International Coaching Psychology Review 2006

Within the context of an expanding market for coaching in all its forms organisations are asking the questions ‘Does coaching work?’ They seek evidence of a return on investment. We argue within this paper that this is the wrong question. Before we can ask whether coaching works we must ask how is it being used, is a coherent framework of...

Cites in Google Scholar: 179
 
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: 286
 
Evidence-based coaching: Flourishing or languishing?.

M Cavanagh, A Grant Australian Psychologist 2007

Coaching and coaching psychology offer a potential platform for an applied positive psychology and for facilitating individual, organisational and social change. Experts from around the world were invited to comment on the emerging discipline of coaching psychology and the commercial coaching industry. Several key themes emerged including...

Cites in Google Scholar: 221
 
Advances in research on coaching outcomes.

S Greif International Coaching Psychology Review 2007

The review gives a theoretically grounded overview over new advances of research on coaching outcomes. In the first part general standard outcome measures and different specific methods are presented. The second part summarises studies that investigate coaching outcomes as the result of changes in pre-requisites or preconditions for co...

Cites in Google Scholar: 136
 
The application of the 3+1Cs relationship model in executive coaching.

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 ...

Cites in Google Scholar: 91
 
Structuring and understanding the coaching industry: The coaching cube

J Segers, D Vloeberghs, E Henderickx, I Inceoglu Academy of Management Learning \& Education 2011

We offer a theoretical coaching cube that helps to structure and understand the coaching industry. The three dimensions of the cube refer to (1) coaching agendas (what); (2) coaches' characteristics (who); and (3) coaching approaches/schools (how). Each dimension is described by discussing the academic literature surrounding it. Using an ...

Cites in Google Scholar: 86
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Coaching Research: who? what? where? when? why

P Linley International Journal of Evidence Based Coaching and Mentori... 2006

The remarkable growth of coaching to date has not, so far, been matched by a similar growth in the research corpus that underpins it. There may be several explanations for this, including the pace of growth relative to the pace of research; coaching’s location at the juxtaposition of business consultancy and applied psychology; and com...

Cites in Google Scholar: 56
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An HR perspective on executive coaching for organisational learning

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...

Cites in Google Scholar: 14
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Coaching for accelerated research productivity in Higher Education

H Geber International Journal of Evidence Based Coaching and Mentori... 2010

It is recognized that combining a thorough orientation to academic life and its expectations with intensive training in conceptualising research can accelerate the careers of early career academics. Unique to the structured support programme for research productivity and publication at the University of the Witwatersrand, Johannesburg...

Cites in Google Scholar: 10
1.16 MB
Creating the conditions for receptivity of feedback

L Lewis International Journal of Evidence Based Coaching and Mentori... 2015

Feedback is generally accepted as key to improving business performance and is integral to coach practice. However, the anticipation of this activity can elicit feelings of anxiety and fear. Observations from business and coach practice developed a perception that feedback has negative connotations and is often avoided. The PPR Coachin...

Cites in Google Scholar: 1
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Medical Careers and Coaching – an Exploratory Study

J Reid International Journal of Evidence Based Coaching and Mentori... 2012

Recent changes to medical career pathways have resulted in the introduction of a range of career support activities by medical education organisations. This doctoral research took a case study approach to consider how coaching can support doctors to make career choices. Data was collected through interviews with 18 participants. The fi...

Cites in Google Scholar: 0
 
A review of assumptions in executive coaching

P Olson The Coaching Psychologist 2008

This paper is a more elaborate version of a speech given at the 3rd National Conference of the Special Group for Coaching Psychology in 2007. It looks at a diversity of definitions of coaching and executive coaching as well as reviews available research from a business perspective. The executive context has several unique features and ...

Cites in Google Scholar: 13
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From competencies to capabilities in the assessment and accreditation of coaches

T Bachkirova, C Smith International Journal of Evidence Based Coaching and Mentori... 2015

Organisations that use coaching programmes express their need for the assessment of coaches to ensure quality of provision. One solution to this need has been provided by professional bodies that assess coaches as part of their accreditation systems, often using competency frameworks. In this conceptual paper we open four specific deba...

Cites in Google Scholar: 9
 
Spot-Coaching: A new approach to coaching for organisations operating in the VUCA environment

W Wilson, C Lawton-Smith International Coaching Psychology Review 2016

Objectives: This study evaluated the outcomes of a new delivery format for coaching in a volatile, uncertain, complex and ambiguous (VUCA) environment. It reviewed the impact on individuals of making external executive coaches available for individual coaching conversations to all employees at the TalkTalk Telecom Group. The research obje...

Cites in Google Scholar: 0
1.20 MB
The Coaching Impact Study: Measuring the Value of Executive Leader Coaching

B Schlosser, D Steinbrenner, E Kumata, J Hunt International Journal of Coaching in Organizations 2006

When the topic of the return on investment (“ROI”) of coaching comes up among coaching professionals, there is often skepticism about its ultimate usefulness. this may be rooted in the notion, held by some, that it is essentially impossible to accurately measure ROI. this paper reports on our efforts to develop a meaningful methodology fo...

Cites in Google Scholar: 26
1.38 MB
The Coaching Impact Study: Measuring the Value of Executive Coaching with Commentary

B Schlosser, D Steinbrenner, E Kumata, J Hunt International Journal of Coaching in Organizations 2007

When the topic of the return on investment (“ROI”) of coaching comes up among coaching professionals, there is often skepticism about its ultimate usefulness. This may be rooted in the notion, held by some, that it is essentially impossible to accurately measure ROI. This paper reports on our efforts to develop a meaningful methodology fo...

Cites in Google Scholar: 1
2.87 MB
Contract Design and Oversight: How John Deere Championed and Delivered Top-Down Executive Coaching with Strategic Vision

D Steinbrenner, R McAnally, M Pearson International Journal of Coaching in Organizations 2008

Flexibility and self-direction characterize the unique approach to strategic executive coaching undertaken by Deere & Company, one of the world’s leading manufacturers. Here, the authors show how contract design and project administration created a context for innovation, evolution and success.

Cites in Google Scholar: 0
3.03 MB
The Triggering Effect of Business Coaching on Performance Psychology

F Moen, E Skaalvik International Journal of Coaching in Organizations 2008

In this study, the authors investigated the effects of a business coaching program on important performance psychological variables. One hundred and twenty seven executives and middle managers from a branch leading Fortune high-tech 500 company participated in an experiment over a period of one year. Findings indicate that there are signi...

Cites in Google Scholar: 6
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What are the challenges of introducing internal coaching in a VUCA context?

P Williams International Journal of Evidence Based Coaching and Mentori... 2017

This paper explores the perceived challenges an organisation may face when planning to introduce internal coaching into a fast-paced, volatile, uncertain, complex and ambiguous (VUCA) environment. Using a case study methodology, the research is based on 14 semi-structured interviews and interrogation of company documents. The study reveal...

Cites in Google Scholar: 0
 
Focus On Feedback: Introduction To The Ppr Relational Framework©

L Lewis EMCC Mentoring and Coaching Research Conference 2017

Feedback is generally accepted as key to improving business performance and is integral to coach practice. However, the anticipation of this activity can elicit feelings of anxiety and fear. Observations from business and coach practice developed a perception that feedback has negative connotations and is often avoided. The PPR RELATIONA...

Cites in Google Scholar: 0
 
Where we have been, where we are now, and where we might be heading: Where next for the coaching relationship?

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 ...

Cites in Google Scholar: 2
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Organisational Coaching Outcomes: A comparison of a practitioner survey and key findings from the literature

S Boysen, M Cherry, W Amerie, M Takagawa International Journal of Evidence Based Coaching and Mentori... 2018

This paper compares the measurements of organisational outcomes from executive and leadership coaching based on existing studies and research that has been conducted throughout the literature. An overview of executive and leadership coaching is provided and a case study measuring executive and leadership coaching effectiveness is reported...

Cites in Google Scholar: 0
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Is it possible for managers to coach effectively in a hostile culture?

S Smith International Journal of Evidence Based Coaching and Mentori... 2018

This paper proposes that it is possible for a manager to effectively coach their team, regardless of the culture that they are operating within. The piece of qualitative research uses Interpretative Phenomenological Analysis to provide insight into how a group of managers make sense of their experience of managerial coaching (Smith, Flowe...

Cites in Google Scholar: 0
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