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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 (11 in Portal)
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Toward a profession of coaching: Sixty-five years of progress and challenges for the future.

M Cavanagh, A Grant International Journal of Evidence Based Coaching and Mentori... 2004

The coaching industry has reached a key important point in its maturation. This maturation is being driven by at least three interrelated forces: (1) accumulated coaching experience; (2) the increasing entry of professionals into coaching from a wide variety of prior backgrounds; and (3) the increasing sophistication of management and ...

Cites in Google Scholar: 379
 
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: 745
 
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: 731
 
Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study

J Smither, M London, R Flautt, Y Vargas, I Kucine Personnel Psychology 2003

This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) rece...

Cites in Google Scholar: 601
 
Coaching on leadership

M Popper, R Lipshitz Leadership & Organization Development Journal 1992

Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain) is central to coaching, describes how self‐efficacy ...

Cites in Google Scholar: 154
 
Executive coaching: A review and agenda for future research

DC Feldman, MJ Lankau Journal of management 2005

The use of executive coaching as a developmental intervention for managers has increased dramatically during the past decade. Consequently, there has been a burgeoning practitioner literature on the topic of executive coaching. Empirical research on executive coaching, however, has lagged far behind, and theoretical work on the processes ...

Cites in Google Scholar: 480
 
Business coaching: Challenges for an emerging industry

S Clegg, C Rhodes, M Kornberger, R Stilin Industrial and commercial Training 2005

Purpose – To identify the distinguishing characteristics and future challenges for the business coaching industry in Australia. Design/methodology/approach – A telephone survey of business coaching firms was used to identify the main structural characteristics of the industry. Structured interviews with selected business coaches were...

Cites in Google Scholar: 49
 
Helping people change

TR Bacon Industrial and Commercial Training 2003

The purpose of coaching is to help people change, but real change is difficult for most adults. Of the two approaches to coaching – directive and nondirective – the latter is more effective in helping people change, and it is what most coachees prefer. In nondirective coaching, coaches primarily ask questions, listen, and act as thought p...

Cites in Google Scholar: 31
 
Coaching as a strategic intervention

L Rider Industrial and Commercial Training 2002

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. T...

Cites in Google Scholar: 25
 
Do we really understand coaching? How can we make it work better?

B Redshaw Industrial and Commercial training 2000

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in, they also become better and proactive learn...

Cites in Google Scholar: 120
 
Coaching for results

P King, J Eaton Industrial and commercial training 1999

Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achiev...

Cites in Google Scholar: 96
 
Developmental coaching: Business benefit--fact or fad? An evaluative study to explore the impact of coaching in the workplace

E Leonard-Cross International Coaching Psychology Review 2010

Objectives: To contribute to research on the return on investment and business benefit of workplace coaching by using a quasi-experimental design. Specifically, to investigate the impact that in-house coaches, using developmental coaching approaches, had on levels of coachee self-efficacy. Design: The study used action research (Lewin,...

Cites in Google Scholar: 53
Citations (7 in Portal)
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Developing coaching cultures: a review of the literature

H Gormley, C van Nieuwerburgh Coaching: An International Journal of Theory, Research and P... 2014

This paper provides a review of the literature on coaching cultures. It offers a frame of reference for future research to build on existing knowledge and understanding in this field. The review included literature from industry and education perspectives. The key terms ‘coaching’, ‘coaching cultures’ and ‘coaching in organisations’ were ...

Cites in Google Scholar: 14
 
Coaching in the wild: Identifying factors that lead to success.

S Sonesh, C Coultas, S Marlow, C Lacerenza, D Reyes, E Salas Consulting Psychology Journal: Practice and Research 2015

Although executive coaching has been shown to be effective, few research initiatives have attempted to understand the importance of the emergent relationship between a coach and coachee. This article explores the factors that influence coaching outcomes from both the coach and coachee’s perspective and presents the results of the mediatin...

Cites in Google Scholar: 3
 
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
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Health care staff perceptions of a coaching and mentoring programme: A qualitative case study evaluation

A Stewart-Lord, L Baillie, S Woods International Journal of Evidence Based Coaching and Mentori... 2017

This study aimed to determine the value of the Coaching and Mentoring (C&M) Programme within a large National Health Service (NHS) system (‘Trust’) in London, England. A case study design was utilised with units of analysis: mentors, mentees, coaches, coachees, and line managers. Semi-structured interviews (n=32) took place in 2015. Findi...

Cites in Google Scholar: 0
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Become the best coach you can be: The role of coach training and coaching experience in workplace coaching quality and quality control

S Diller, J Passmore, H Brown, S Greif, E Jones Organisationsberatung, Supervision, Coaching 2020

This paper explores whether coach training or coaching experience leads to better coaching quality and quality control. In two large studies, both coaches (N1 = 2267) and personnel managers who book coaches for their company (N2 = 754) answered questions about coaching quality and quality control. The results show that more coach trai...

Cites in Google Scholar: 0
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Become the best coach you can be: The role of coach training and coaching experience in workplace coaching quality and quality control

S Diller, J Passmore, H Brown, S Greif, E Jonas Organisationsberatung, Supervision, Coaching 2020

This paper explores whether coach training or coaching experience leads to better coaching quality and quality control. In two large studies, both coaches (N1 = 2267) and personnel managers who book coaches for their company (N2 = 754) answered questions about coaching quality and quality control. The results show that more coach training...

Cites in Google Scholar: 0
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