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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 (10 in Portal)
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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: 354
 
Executive coaching: Developing managerial wisdom in a world of chaos.

R Kilburg American Psychological Association 2000

The unrelenting pace of business in modern organizations places constant pressure on employees, challenging the physical and emotional resources of both staff and supervisors. Consultants have become familiar with the survivalist mentality among workers, each struggling to improve production, solve intractable conflict, and chart realisti...

Cites in Google Scholar: 615
 
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
 
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
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Managing Emotions at Work: How Coaching Affects Retail Support Workers’ Performance and Motivation

E Cox, C Patrick International Journal of Evidence Based Coaching and Mentori... 2012

Working with people invariably involves managing emotions. This qualitative study examines a coaching intervention designed to help a group of retail support workers in one mobile communications organisation in the UK to articulate and manage their emotions more effectively in order to improve workplace relations and motivation. The p...

Cites in Google Scholar: 20
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Beyond time management: how the latest research on time perspective and perceived time use can assist clients with timerelated concerns

I Boniwell International Journal of Evidence Based Coaching and Mentori... 2005

In this article questions such as “What is a good use of time?” and “How can one’s relationship with time contribute to their well-being?” are raised and discussed with regard to empirical research on various aspects of psychology of time. In the fist part of the paper, the construct of time perspective is considered. It is argued that...

Cites in Google Scholar: 65
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The Contextual Imperative: Implications for coaching and mentoring

E Cox International Journal of Evidence Based Coaching and Mentori... 2003

This paper examines the impact of context on the development of coaching and mentoring practice. Qualitative research was undertaken with mentors working in the voluntary sector in the United Kingdom and this is combined with the author’s own reflections on coaching practice, in order to examine the role that contextual knowledge and ...

Cites in Google Scholar: 26
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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
Citations (0 in Portal)
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