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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 (1 in Portal)
Back in Time
 
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
 
A theory of team coaching

J Hackman, R Wageman Academy of Management Review 2005

After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when co...

Cites in Google Scholar: 798
Citations (28 in Portal)
Forward in Time
 
Disseminating the functions of team coaching regarding research and development team effectiveness: Evidence from high-tech industries in Taiwan.

C Liu, A Pirola-Merlo, C Yang, C Huang Social Behavior and Personality 2009

The purpose of this research was to test the predictions of Team Coaching Theory (Hackman & Wageman, 2005) using 137 research and development teams in Taiwan. The results of this study partially supported Hackman and Wageman's theory. Results of the structural equation modeling (SEM) indicated that team coaching functions had positive eff...

Cites in Google Scholar: 58
 
From GROW to GROUP: theoretical issues and a practical model for group coaching in organisations

SW Brown, A Grant Coaching: An International Journal of Theory, Research and P... 2010

Despite considerable organisational development research and practice suggesting that interventions in organisations should also be targeted at the group level, most organisational coaching is dyadic (one-to-one) and few models of group coaching have been developed. In Part I of this paper we present an introductory overview of group coac...

Cites in Google Scholar: 47
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Drama Techniques in Team Coaching

M Dassen International Journal of Evidence Based Coaching and Mentori... 2015

Team effectiveness and well-being can be negatively affected by unconscious behavioral patterns and dysfunctional group dynamics. Becoming consciously aware of such patterns and understanding their root cause is an important step toward rebuilding a healthy and well-functioning team. When such issues are addressed in a team coaching se...

Cites in Google Scholar: 3
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Salutogenisis and coaching: Testing a proof of concept to develop a model for practitioners

D Gray, A Burls, M Kogan International Journal of Evidence Based Coaching and Mentori... 2014

This paper presents findings from a proof of concept pilot study that explored the usefulness of a new Salutogenic model in coaching practice. The model aligns with the positive mindset inculcated in coaching, health, and wellbeing initiatives, and was developed and tested by three coaches who work in executive coaching, eco-coaching...

Cites in Google Scholar: 2
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Time perspectives and perceived effectiveness of peer coaching interventions between managers in an organisational context

J Anzengruber International Journal of Evidence Based Coaching and Mentori... 2015

This paper examines the influence of managers’ personal time perspectives on perceived peer coaching effectiveness. Relatively little research has been done on peer coaching in business environments and on how to incorporate personal time perspectives into peer coaching settings. This paper investigates the compatibility of different t...

Cites in Google Scholar: 0
 
Can cognitive behavioural team coaching increase well-being?

U Hultgren, S Palmer, S O’Riordan. The Coaching Psychologist 2013

his paper aims to describe a model for cognitive behavioural team coaching (CBTC), derived from existing cognitive behavioural theories and individual coaching models. In an organisational context coaching a team to increase well-being, instead of separate individuals, would appear on face value to be more effective. However, it is app...

Cites in Google Scholar: 3
 
The experience of team coaching: A dual case study

C Carr, J Peters International Coaching Psychology Review 2013

Objective: This paper presents a dual case study of leadership team coaching with one government and one corporate team. The authors discuss the findings and propose a new high performance team coaching model. Design: In this study, the researchers documented and compared the experience of team coaching between their two leadership te...

Cites in Google Scholar: 6
 
Does all coaching enhance objective performance independently evaluated by blind assessors? The importance of the coaching model and content

J Franklin, J Doran International Coaching Psychology Review 2009

Objectives: Despite increasing evidence supportive of the effectiveness of coaching there are no studies which demonstrate that the benefits flow on to improvements in objective performance as assessed by evaluators blind to participation in the coaching. This study examined the efficacy of two coaching programmes on independently asse...

Cites in Google Scholar: 23
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Team Coaching Project

A Pliopas, A Kerr, M Sosinski 2014

We conducted a literature review for studies and models used in team coaching. We surveyed our Hudson Institute Coaching community. We interviewed 11 executive coaches who currently, or in the past, have vibrant team coaching practices. And we reached our own conclusions, one of which is that much more work is needed in this area. And th...

Cites in Google Scholar: 0
 
Making sense of Team Coaching

S Farmer The Coaching Psychologist 2015

Since Hackman and Wageman’s description of a team coaching model (2005), subsequent commentary and research has been relatively limited compared to that of executive coaching targeted at individuals. This paper seeks to review the core terms that relate to and underpin team coaching, before focusing upon how it has been described and defi...

Cites in Google Scholar: 0
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Leadership Team Coaching; a trust-based coaching relationship

S Wotruba International Journal of Evidence Based Coaching and Mentori... 2016

The coaching relationship is seen as integral to individual coaching, but less is known about the nature of the relationship within a team coaching context. This study explores the importance that leadership team coaching practitioners attach to the coaching relationship and as a consequence what that means for how they work with teams. A...

Cites in Google Scholar: 0
1.02 MB
Leveraging Coaching To Build A Learning Mindset In Early Career Stage Leaders

N Moye, M Allen International Journal of Coaching in Organizations 2007

In this article, Moye and Allen discuss the importance of, and practice of, developing an individual’s capacity to lead at the early career stage by instilling a learning mindset. It is often said that individuals become great leaders only through experience. this adage is true only if individuals are attentive to learning from the experi...

Cites in Google Scholar: 0
 
Assessing the efficacy of Authentic Leadership group-coaching

T Fusco, S O'Riordan, S Palmer International Coaching Psychology Review 2016

Introduction: National survey data from the US suggests that over the last decade there has been a growing crisis in confidence in business and political leadership, which is possibly one reason for the increased scientific research into the emerging field of Authentic Leadership – AL. Much evidence is starting to accumulate into both a c...

Cites in Google Scholar: 0
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What do experienced team coaches do? Current practice in Australia and New Zealand

P Lawrence, A Whyte International Journal of Evidence Based Coaching and Mentori... 2017

Team coaching in organisations is becoming increasingly commonplace, but there remains a lack of clarity as to what team coaching is and what makes it effective. Thirty-six team coaches with experience of working in Australia and New Zealand were interviewed in an attempt to explore what practitioners actually do. Evidence was found of mu...

Cites in Google Scholar: 0
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Group coaching in a large complex organisation: Lessons learnt from experience

S O’Connor International Journal of Evidence Based Coaching and Mentori... 2017

This article presents qualitative findings from a pilot group coaching program that was conducted within a large Australian public healthcare organisation. Using Nueman’s (2000) three phase coding system and Spector’s (1984) methodology, transcripts were analyzed for key themes (from both coachees’ and coaches’ perspectives) in response t...

Cites in Google Scholar: 0
 
The Science Behind Powerful Questioning: A Systemic Questioning Framework for Coach Educators and Practitioners

L Hauser Philosophy of Coaching: An International Journal 2017

At the heart of the coaching process is the core competency of questioning, often referred to as powerful questioning. Coach educators and trainers diligently teach students the importance of asking questions (versus giving advice) during coaching sessions and teach them to structure questions appropriately (such as using open versus clos...

Cites in Google Scholar: 0
2.45 MB
Coming in from the cold: The experience of group coaching as a setting for entrepreneurial learning and change

E Ostrowski 2018

The challenges of entrepreneurship make learning integral to the entrepreneurial process. However, many entrepreneurs work in relative isolation and lack opportunities to engage with peers in ways that promote meaningful reflection and learning. This study explores the experience of group coaching as a setting for meaningful learning and ...

Cites in Google Scholar: 0
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Coaching culturally different members of international business teams - the role of cultural intelligence

S Couch, S Rose International Coaching Psychology Review 2020

1. Objectives THIS ARTICLE aims to provide insights into the vital role of cultural sensitivity when coaching international teams. The objectives of the article are to: i. share research findings on international team-member perspectives of Team Coaching (TC); ii. demonstrate the value to team coaches of greater awareness of cultura...

Cites in Google Scholar: 0
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Team coaching: Systemic Perspectives and their Limitations

P Lawrence Philosophy of Coaching: An International Journal 2021

The terms ‘systemic coaching’ and ‘systemic team coaching’ are becoming increasingly prevalent in the team coaching literature. This emphasis on a systemic perspective is almost inevitable given that writers in the broader team development literature have long acknowledged the influence of factors outside the team on events taking pla...

Cites in Google Scholar: 0
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