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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 (7 in Portal)
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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: 586
 
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: 831
 
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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The co-created boundary: negotiating the limits of coaching

A Maxwell International Journal of Evidence Based Coaching and Mentori... 2009

This paper explores how business coaches experience the boundary between coaching and therapy in their practice. Using a phenomenological approach, four therapeutically trained and four non-therapeutically trained coaches were asked to describe instances when they felt they were working near the ‘boundary’. Findings suggest that issues...

Cites in Google Scholar: 9
 
The proposal to establish a Special Group in Coaching Psychology

S Palmer, A Whybrow The Coaching Psychologist 2005

A large majority of Society members who voted for or against the proposal to set up a Special Group in Coaching Psychology (SGCP) did not actually see the proposal on which they were voting. This is just an anomaly of the way subsystems are set up within the Society. We have 14 versions of the working document which gradually changed a...

Cites in Google Scholar: 39
 
A model of executive coaching: A qualitative study

MT Augustijnen, G Schnitzer, R Van Esbroeck International Coaching Psychology Review 2011

Objective: This paper targets the development of an experimental based model of executive coaching using a qualitative analysis of interview data with coachees. Design: In this study data on the process of executive coaching were collected ex post facto with 10 persons who had gone through executive coaching during 2008–2009. Methods:...

Cites in Google Scholar: 18
Citations (5 in Portal)
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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: 6
 
Exploring what clients find helpful in a brief resilience coaching programme: A qualitative study

S Timson The Coaching Psychologist 2015

This paper presents the results of a qualitative study exploring clients’ perspectives of the impact and helpfulness of a brief coaching programme designed to increase individual resilience during a period of organisational change. Managers in a UK public sector organisation participated in a three-session resilience coaching programme...

Cites in Google Scholar: 0
 
Coaching: Meaning-making process or goal-resolution process?

N Cunningham Philosophy of Coaching: An International Journal 2017

Two schools of thought exist about the purpose and process of coaching. One school of thought holds the strong belief or assumption that the purpose of coaching is to change behaviour through a goal-directed approach. The counterview has the underlying assumption that coaching is a meaning-making process, a shared journey that may or may ...

Cites in Google Scholar: 0
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Presence in Executive Coaching Conversations – The C2 Model

R Noon International Journal of Evidence Based Coaching and Mentori... 2018

Presence is considered by the practitioner community to be a key factor in coaching effectiveness and is recognised as an important coaching competence. Yet to date, there has been little formal research into this phenomenon in executive coaching. By adopting a constructivist stance, this qualitative study uses the methodology of conceptu...

Cites in Google Scholar: 0
 
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: 0
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