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References (18 in Portal)
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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
 
360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination.

F Luthans, S Peterson Human Resource Management 2003

Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on e...

Cites in Google Scholar: 419
 
The impact of executive coaching and 360 feedback on leadership effectiveness.

E Thach Leadership & Organization Development Journal 2002

Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual c...

Cites in Google Scholar: 469
 
Why coaching?

S Wales Journal of Change Management 2003

This paper describes a piece of academic research that explores the experiences of a group of managers taking part in an externally-provided coaching programme. It describes the background to the programme, outlines the benefits identified by participants and offers a model arising from the research. Data from individual managers on the p...

Cites in Google Scholar: 242
 
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: 594
 
The impact of life coaching on goal attainment, metacognition and mental health

A Grant Social Behavior and Personality: An International Journal 2003

Despite its high media profile and growing popularity there have been no empirical investigations of the impact of life coaching on goal attainment, metacognition or mental health. This exploratory study used life coaching as a means of exploring key metacognitive factors involved as individuals move towards goal attainment. In a within-s...

Cites in Google Scholar: 746
 
Executive coaching: A comprehensive review of the literature.

S Kampa-Kokesch, M Anderson Consulting Psychology Journal: Practice and Research 2001

The author would like to indicate that unfortunately, Peterson’s (1993) dissertation on executive coaching outcomes was excluded from the original literature review conducted by Kampa-Kokesch and Anderson (2001). Later, Kampa and White (2002) stated that Peterson’s (1993) dissertation was excluded due to the programmatic nature of the coa...

Cites in Google Scholar: 784
 
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 at the top.

F Kiel, E Rimmer, K Williams, M Doyle Consulting Psychology Journal: Practice and Research 1996

Presents a systems-oriented approach to the leadership development of top-level executives. A structured program is described that is designed to have a positive impact at the organizational level through focused work with the individual client. Leadership effectiveness is seen as strongly influenced by the individual's past, personal lif...

Cites in Google Scholar: 149
 
Executive coaching at work: The art of one-on-one change.

DB Peterson Consulting Psychology Journal: Practice and Research 1996

Outlines the 5 research-based strategies that guide one-on-one coaching by a management consulting firm: forge a partnership, inspire commitment, grow skills, promote persistence, and shape the environment. The case study of a typical targeted coaching participant (a female executive who sought to develop stronger relationships with inter...

Cites in Google Scholar: 267
 
Coaching executives.

LL Tobias Consulting Psychology Journal: Practice and Research 1996

Describes a systems-based approach to executive coaching that attempts to maximize the consideration of contextual factors. The case study of a 44-yr-old male executive illustrates this approach. The author notes that perhaps the greatest danger in coaching individuals from organizations in which there is no ongoing consulting relationshi...

Cites in Google Scholar: 242
 
Transformative effects of coaching on executives' professional agenda.

OE Laske 1999

This study explores the transformative effects of coaching on executives-on how they construe their mission, use their formal status, approach their tasks, and set goals, based on their developmentally grounded relationship to work. It examines the developmental preconditions of benefitting from a coaching relationship, and the dependency...

Cites in Google Scholar: 58
 
Multimodal therapy: A useful model for the executive coach.

JT Richard Consulting Psychology Journal: Practice and Research 1999

The author suggests the use of Arnold A. Lazarus's multimodal therapy model as an integrative and holistic approach to executive coaching. So as not to overlook any significant factors, the coach evaluates the executive on seven dimensions. The eclectic-oriented practitioner is encouraged to use a variety of interventions and tests that u...

Cites in Google Scholar: 89
 
Executive Coaching It’s Not Just about the Executive

RL Orenstein The Journal of Applied Behavioral Science 2002

This article challenges the prevailing understanding of executive coaching as an exclusively individual intervention. It discusses executive coaching as a complex and demanding process that encompasses multidimensional interrelationships among the individual, the organization, and the consultant. It presents four premises that guide the p...

Cites in Google Scholar: 112
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Approaches to Research on Executive and Organizational Coaching

D Stober International Journal of Coaching in Organizations 2005

As coaching’s popularity has risen as a tool in executive and organizational development, questions of effectiveness and potential outcomes arise. Through research investigating coaching effectiveness and outcomes, different studies have fulfilled different research approaches of exploration, description, and explanation. This article dis...

Cites in Google Scholar: 17
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