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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 (3 in Portal)
Back in Time
 
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
 
Executive Coaching: A Working Definition.

LR Stern Consulting Psychology Journal: Practice and Research 2004

Executive coaching (EC) has grown significantly in the past decade as an important organizational consulting intervention. This article proposes a working definition for EC that specifies its process and methods, differentiates it from other forms of coaching, and suggests a set of perspectives, principles, and approaches needed to guide ...

Cites in Google Scholar: 180
Citations (11 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: 291
 
Choosing an executive coach: The influence of gender on the coach-coachee matching process.

D Gray, H Goregaokar Management Learning 2015

Coaching has enjoyed substantial commercial growth, but empirical support for its effectiveness is limited. Nowhere is this more so than in the matching process between coach and coachee. This study describes the results from a coaching programme in which coachees were asked to reflect on and justify their choice of coach. Initial, qualit...

Cites in Google Scholar: 66
 
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
 
Coaching leaders in middle and executive management: Goals, performance, buy-in

S Bowles, CJL Cunningham, GM De La Rosa, J Picano Leadership & Organization Development Journal 2007

Purpose – This article aims to test the effectiveness of coaching for middle and executive level managers within a large recruiting organization. Design/methodology/approach – Participants set goals to achieve during a 12‐month coaching programme. The sample consisted of middle managers (n=30) and executive managers (n=29) involved i...

Cites in Google Scholar: 106
 
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: an expensive conversation or a return on investment?

J Cook International Journal of Evidence Based Coaching and Mentori... 2013

The Collaborative Action Coaching for Leaders model (Cook, 2011) is designed for the transfer and sustainability of learning from the coaching session to outside that experience: it is a return on investment. The model emanated from a doctoral level research study conducted with leaders from UK voluntary sector organisations: namely Ad...

Cites in Google Scholar: 4
 
Generation Y: Are British Organisations Ready For Younger Executive Coaches? A Mixed Methods Study

M Dobosz, D Tee Coaching Psykologi 2016

Research within coaching (Feldman & Lankau, 2005) suggests that background characteristics may influence the perceived credibility of the coach. With an increase in the number of younger coaches entering the profession, this present study focuses particularly on the age of the coach as an influencing factor for clients when selecting a co...

Cites in Google Scholar: 3
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Executive Coaching Outcomes: An investigation into leadership development using five dyadic case studies illustrating the impact of executive coaching

FMH Trevillion International Journal of Evidence Based Coaching and Mentori... 2018

Revenue spent on coaching globally is significant, yet data is lacking on the specific leadership behaviours it develops. This study focuses on the debate about coaching efficacy, the components of executive coaching and the leadership behaviours developed through it. The research context is a cross-government, blended, leadership program...

Cites in Google Scholar: 0
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