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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 (16 in Portal)
Back in Time
 
The coach-coachee relationship in executive coaching: A field study.

L Baron, L Morin Human Resource Development Quarterly 2009

Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected f...

Cites in Google Scholar: 499
 
Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.

A Ellinger, S Keller Human Resource Development Quarterly 2003

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching...

Cites in Google Scholar: 674
 
Executive coaching: Towards a dynamic alliance of psychotherapy and transformative learning processes.

D Gray Management Learning 2006

Coaching is emerging as a major professional development and performance enhancement process. There are, however, few professional development programmes aimed at coaches themselves, and no internationally recognized qualification or professional standard. Much of the literature on coaching has been written by those with a human psycholog...

Cites in Google Scholar: 274
 
Employee coaching relationships: Enhancing construct clarity and measurement

J Gregory, P Levy Coaching: An International Journal of Theory, Research and P... 2010

While managers' coaching of their subordinates continues to grow in organisations, little empirical research exists to inform the practice. The current paper seeks to further our understanding of this type of coaching – which we refer to as employee coaching – by exploring the coaching relationship formed between the supervisor and subord...

Cites in Google Scholar: 144
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What is' Coaching'? An Exploration of Conflicting Paradigms.

Y Ives International Journal of Evidence Based Coaching and Mentori... 2008

This paper sets out the argument that quite fundamental issues, both theoretical and practical, divide the various approaches to coaching. It does not suggest that any one approach is better or right; each approach would be more appropriate in particular situations. However, by understanding more clearly the nature of the difference betwe...

Cites in Google Scholar: 395
 
Coaching with colleagues-an action guide for one-to-one learning

E de Haan, Y Burger Palgrave Macmillan 2005

This is the first serious, rigorous book about coaching which is deeply rooted in a long and varied therapeutical tradition and at the same time translates insights from that tradition into clear and crisp models for practical application in modern coaching practice. The book refers to well-known coaching approaches in business and devote...

Cites in Google Scholar: 14
 
Authentic leadership development: Getting to the root of positive forms of leadership

B Avolio, W Gardner The leadership quarterly 2005

This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by...

Cites in Google Scholar: 3552
 
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
 
Development and initial validation of an instrument measuring managerial coaching skill

GN McLean, B Yang, M-C Kuo, AS Tolbert, C Larkin Human Resource Development Quarterly 2005

This article reports on two studies that used three different samples (N = 644) to construct and validate a multidimensional measure of managerial coaching skill. The four dimensions of coaching skill measured were Open Communication, Team Approach, Value People, and Accept Ambiguity. The two studies assessed the context adequacy, dimensi...

Cites in Google Scholar: 175
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Regulating the regulators: Paving the way for international, evidencebased coaching standards

K Griffiths, M Campbell International Journal of Evidence Based Coaching and Mentori... 2008

Attempts to standardise coaching and develop frameworks of accreditation for professional coaches currently appear to be growing as rapidly as the coaching industry itself. Coach training organisations, professional associations and universities are vying to regulate the industry through the development of competencies and standards. How...

Cites in Google Scholar: 42
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How do we describe coaching? An exploratory development of a typology of coaching based on the accounts of UK-based practitioners

P Jackson International Journal of Evidence Based Coaching and Mentori... 2005

This study is exploratory and looks for meaningful ways of differentiating coaching approaches used by UK practitioners as a way of establishing a more solid foundation for comparative and evaluative research. The paper briefly explores how coaching is defined, arguing that current definitions provide an inadequate foundation for theor...

Cites in Google Scholar: 45
 
Behavioural indicators of ineffective managerial coaching: A cross-national study

A Ellinger, RG Hamlin, R Beattie Journal of European Industrial Training 2008

Purpose – The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely ...

Cites in Google Scholar: 90
 
It takes time: A stages of change perspective on the adoption of workplace coaching skills

AM Grant Journal of Change Management 2010

Although many managers receive training in workplace coaching skills in order to enhance employees' performance and facilitate organizational change, little is known about managers' perceptions of the costs and benefits of adopting workplace coaching behaviors. This study explored the relationships between workplace coaching skills and th...

Cites in Google Scholar: 47
 
Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours

RG Hamlin, AD Ellinger, RS Beattie Human Resource Development International 2006

The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to leverage learning by creating infrastructures that foster employee learning and development. However, despite the increasing focus on managerial coaching and the many content...

Cites in Google Scholar: 122
 
Organizational investments in social capital, managerial coaching, and employee work-related performance

A Ellinger, DG Bachrach, YL Wang, AB Baş Management Learning 2010

This survey-based research study explores the influence of managerial coaching behavior on relationships between organizational investments in social capital (OISC) and employee work-related performance. The results obtained from a survey of 408 employees from multiple organizations across a wide range of industries indicate that OISC are...

Cites in Google Scholar: 57
 
A Trojan Horse? The Implications of Managerial Coaching for Leadership Theory

V Anderson Human Resource Development International 2013

This paper examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line-managers are analysed to: identify the behaviours associated with managerial coaching; examine factors that affect the propensity of managers to undertake coaching; and discuss the impli...

Cites in Google Scholar: 18
Citations (5 in Portal)
Forward in Time
 
Managerial Coaching: A Review of the Empirical Literature and Development of a Model to Guide Future Practice

R Beattie, S Kim, M Hagen, T Egan, A Ellinger, R Hamlin Advances in Developing Human Resources 2014

The Problem - While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and e...

Cites in Google Scholar: 38
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Managerial coaching – A literature review

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

The term managerial coaching is often used to describe the leader’s role in developing people, but views differ as to the optimal process by which this is achieved. Although managerial coaching is often regarded as a ‘cut down’ or simplified version of external coaching, it is suggested here that the role of the managerial coach is, in ma...

Cites in Google Scholar: 0
 
Leadership Coaching 2.0: Improving the Marriage between Leadership and Coaching

K Otter Philosophy of Coaching: An International Journal 2017

This paper posits that in order for leadership coaching to realize its potential as a method for leadership development and to mature as a coaching specialty, a more robust engagement with the field of leadership and leadership development is needed. It describes the author’s journey of exploring the link between his knowledge of leadersh...

Cites in Google Scholar: 0
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Is it possible for managers to coach effectively in a hostile culture?

S Smith International Journal of Evidence Based Coaching and Mentori... 2018

This paper proposes that it is possible for a manager to effectively coach their team, regardless of the culture that they are operating within. The piece of qualitative research uses Interpretative Phenomenological Analysis to provide insight into how a group of managers make sense of their experience of managerial coaching (Smith, Flowe...

Cites in Google Scholar: 0
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Leadership coaching as a transformative process in the military

J Hinck International Journal of Evidence Based Coaching and Mentori... 2022

This paper examines the nature and impact of a leadership coaching program – a key component of a leader development course for the United States Air Force. To assess coaching training methods and understand participant voices, a three-phased qualitative convergent approach was used that analysed student survey data and instructor intervi...

Cites in Google Scholar: 0
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