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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 (25 in Portal)
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Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program.

L Boyce, R Jackson, L Neal Journal of Management Development 2010

Purpose – This paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching. Design/methodology/approach – Data collected ...

Cites in Google Scholar: 304
 
Executive coaching in practice: What determines helpfulness for clients of coaching.

de Haan. E., V Culpin, J Curd Personnel Review 2011

Purpose – Executive coaching is gaining in popularity, both as part of personal or organisational development programmes and as a tailored form of individual consulting. The purpose of this study is to examine how various aspects of the executive coaching intervention make a difference to the clients of coaching themselves. Design/meth...

Cites in Google Scholar: 279
 
Critical moments in a coaching case study: Illustration of a process research model.

de Haan. E., C Niess Consulting Psychology Journal: Practice and Research 2012

Descriptions of critical moments of coaching, defined as exciting, tense, or significant moments from the time spent in the coaching conversation experienced by an executive coach and one of his clients, are analyzed and compared. Positioned within a tradition of analyzing critical-moment descriptions, the study makes use of data collecte...

Cites in Google Scholar: 52
 
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: 369
 
A quasi-experimental study on management coaching effectiveness.

WJG Evers, A Brouwers, W Tomic Consulting Psychology Journal: Practice and Research 2006

Coaching has become an important managerial instrument of support. However, there is lack of research on its effectiveness. The authors conducted a quasi-experimental study to figure out whether coaching really leads to presupposed individual goals. Sixty managers of the federal government were divided in two groups: one group followed a ...

Cites in Google Scholar: 365
 
The role of the therapeutic alliance in psychotherapy.

L Luborsky, A Horvath Journal of Consulting and Clinical Psychology 1993

Traces the development of the concept of the therapeutic working alliance from its psychodynamic origins to current pantheoretical formulations. Research on the alliance is reviewed under 4 headings: the relation between a positive alliance and success in therapy, the path of the alliance over time, the examination of variables that predi...

Cites in Google Scholar: 2191
 
Take care what you bring with you: How coaches' mood and interpersonal behavior affect coaching success.

P Ianiro, S Kauffeld Consulting Psychology Journal 2014

The quality of coaching working alliances is crucial for coaching success. Determining the ingredients that contribute to a high-quality coaching working alliance is an important question for research. Interpersonal behavior is considered to be a vital factor for a successful coach– client working alliance. This study analyzes how a coach...

Cites in Google Scholar: 56
 
The application of the 3+1Cs relationship model in executive coaching.

J Passmore, S Jowett, K Kanakoglou Consulting Psychology Journal: Practice and Research 2012

Executive coaching is an intervention that organizations often use to enhance managers' opportunities, develop skills, promote knowledge and reflectivity, as well as improve overall performance. An effective working relationship has been considered a necessary condition for the success of executive coaching. Thus, the present study aimed ...

Cites in Google Scholar: 103
 
The influence of character: Does personality impact coaching success.

M Kerrin, S Palmer, L Stewart, H Wilkin International Journal of Evidence Based Coaching and Mentori... 2008

Using the Five Factor Model of personality and the construct general self efficacy this study explores the relationship between coaching clients’ personality and a self-report measure of the transfer of learning from coaching to the workplace. Positive correlations are found between the application of coaching development and conscientio...

Cites in Google Scholar: 125
 
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: 849
 
Executive coaching: A conceptual framework from an integrative review of practice and research

B Joo Human Resource Development Review 2005

Executive coaching has become increasingly popular despite limited empirical evidence about its impact and wide disagreement about necessary or desired professional qualifications. This article examines the practice of executive coaching, investigating the useful underlying theories by reviewing previous research. It also provides a conce...

Cites in Google Scholar: 657
 
Academic background and credibility in executive coaching effectiveness

G Bozer, S C., S C. Personnel Review 2014

Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in g...

Cites in Google Scholar: 130
 
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: 216
 
Facilitating intervention adherence in executive coaching: A model and methods.

RR Kilburg Consulting Psychology Journal: Practice and Research 2001

A review of the recent literature demonstrated that there are virtually no articles or research papers on the subject of intervention adherence or compliance in executive coaching. This article begins to address that deficit by presenting an 8-component model of coaching effectiveness that includes such elements as the coach--and client--...

Cites in Google Scholar: 249
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The Effect from Executive Coaching on Performance Psychology

F Moen, E Skaalvik International Journal of Evidence Based Coaching and Mentori... 2009

In this study, the authors explore the effects of an executive coaching programme on important performance psychology variables (self-efficacy, causal attribution, goal setting, and selfdetermination). One hundred and forty-four executives and middle managers from a Fortune high-tech 500 company participated in the experiment over a pe...

Cites in Google Scholar: 152
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The nature of the internal coaching relationship

S Machin International Journal of Evidence Based Coaching and Mentori... 2010

This paper presents the results of a study into the nature of the relationship between in-house coaches and their clients based on three case studies of coach-client pairs using a phenomenological approach. Findings suggest that trust is of paramount importance and this enables both a level of psychological depth and challenge by the c...

Cites in Google Scholar: 46
 
Exceptional executive coaches: Practices and attributes

G Dagley International Coaching Psychology Review 2010

Objectives: Human resources (HR) professionals responsible for purchasing executive coaching services represent a unique research resource as independent and invested observers of coaching practices. The research objective was to explore this group’s knowledge to better understand what differentiates the work of exceptional coaches. D...

Cites in Google Scholar: 73
 
Co-creating an optimal coaching alliance: A Cognitive Behavioural Coaching perspective

A O’Broin, S Palmer International Coaching Psychology Review 2009

This paper reviews the coaching relationship from a Cognitive Behavioural Coaching (CBC) perspective. Using empathy as one example of a key relationship component it identifies how building, establishing and maintaining an optimal coaching alliance for the specific coachee, through an explicit process of negotiation and renegotiation e...

Cites in Google Scholar: 61
 
The Coaching Alliance as a universal concept spanning conceptual approaches

A O’Broin, S Palmer Coaching Psychology International 2010

This article proposes that regardless of the conceptual coaching approach, the coaching alliance is a universal concept related to positive coaching outcome. Drawing from coaching and coaching psychol- ogy research, counselling and psychotherapy outcome research and applications across allied domains, the Coaching Alliance is defined a...

Cites in Google Scholar: 20
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Do we need alliance factor definitions unique to coaching? Clients’ operational definitions of research-based definitions

M Lopez International Journal of Evidence Based Coaching and Mentori... 2017

Vague definitional descriptors of the Coaching Alliance Common Factor measurement threaten construct validity in coaching research. Further, differing coach and client perceptions of the helping relationship, and coaching and therapeutic client dissimilarities compound the risk. Ten clients representing a global leadership coaching practi...

Cites in Google Scholar: 6
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