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Understanding implicit models that guide the coaching process.

R Barner, J Higgins Journal of Management Development 2007

Purpose – This paper seeks to provide readers with a better understanding of four theory models that inform coaching practice, and to reflect on how the theoretical approach that one adopts is likely to shape one's coaching practice. Design/methodology/approach – This article is based on the authors' combined 30 years of experience a...

Cites in Google Scholar: 128
 
Evaluating the Effectiveness of Executive Coaching: Something to Consider.

G Dai, MKP De, G Hallenbeck, R Lee SIOP Conference 2010 2010

There is a lack ofconsensus among professionals regarding how to evaluate executive coaching. This paper examines seven areas that will impact the way researchers evaluate coaching effectiveness and the conclusions they draw from their studies. Clarification on these areas will guide the future ofcoaching evaluation research and practice.

Cites in Google Scholar: 1
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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: 377
 
Executive coaching and REBT: Some comments from the field

JP Anderson Journal of rational-emotive and cognitive-behavior therapy 2002

Executive Coaching comprises personal counseling, business advice, and advice about managing for people who are in executive management. This involves a one-to-one helping relationship between coach and client. In each case for which executive coaching is sought, there are problems the client has encountered which requires changes in clie...

Cites in Google Scholar: 69
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A survey of executive coaching practices in New Zealand

I Brooks, S Wright International Journal of Evidence Based Coaching and Mentori... 2007

Executive coaching is a rapidly growing form of organisation development intervention, and one which is receiving increasing attention in the management and psychology literature. This study reports on the state of the practice of executive coaching in New Zealand, about which little is currently known. Fifty-nine executive coaches respon...

Cites in Google Scholar: 28
 
Assessing the efficacy of a cognitive behavioural executive coaching-programme

V Libri, T Kemp International Coaching Psychology Review 2006

Objectives: Cognitive behavioural techniques have been the mainstay of psychological treatment for many psychologists in clinical practice. However, there is little known in relation to the efficacy of cognitive behavioural techniques for performance enhancement within a non-clinical setting, such as those found in organisational envir...

Cites in Google Scholar: 45
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Towards Executive Change: A psychodynamic group coaching model for short executive programmes

G Ward International Journal of Evidence Based Coaching and Mentori... 2008

Coaching in different forms is prevalent in many European organisations. However, individuals typically receive coaching in the traditional dyadic form. Groups are generally formed only for training. In this article, it is argued that coaching executives in groups to leverage collective experience in an experiential encounter and provi...

Cites in Google Scholar: 27
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Stepping off the treadmill: a study of coaching on the RCN Clinical Leadership Programme

H Mackenzie International Journal of Evidence Based Coaching and Mentori... 2007

This phenomenological study is set in the context of leadership development in the National Health Service (NHS). The aim of the study was to provide an in-depth understanding of the Royal College of Nursing Clinical Leadership Development Programme (RCN CLP) participants’ experience of the coaching component of the programme. In-depth...

Cites in Google Scholar: 8
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Global coaching and evidence based coaching: Multiple perspectives operating in a process of pragmatic humanism

G Abbott, P Rosinski International Journal of Evidence Based Coaching and Mentori... 2007

This article highlights relationships between the emerging practice of global coaching, described in Rosinski (2003a, 2006) and six leading ‘evidence based’ approaches to coaching (Stober & Grant, 2006). Attention is given to global coaching in the international business environment, positioning the treatment within an executive coachi...

Cites in Google Scholar: 32
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The Coaching Scorecard: a holistic approach to evaluating the benefits of business coaching

M Leedham International Journal of Evidence Based Coaching and Mentori... 2005

The use of external business coaches to improve the performance and competence of employees is increasing dramatically. However, there is still little empirical research attesting to its effectiveness in achieving business goals, and there is no universally accepted way of evaluating its added value to the individual or the organisatio...

Cites in Google Scholar: 67
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Structured interventions in coaching: Theory-based ‘seeding’ as a coaching practice and learning paradigm

C Wood International Journal of Evidence Based Coaching and Mentori... 2015

This study takes a preliminary look at the use of explicit structures (seeds), such as theoretical models, as a way of facilitating the coaching engagement in general and specific client outcomes in particular. Using Heuristic Inquiry, the study examines the coach and client experiences that accompany the use of seeding. It attempts to...

Cites in Google Scholar: 0
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Less is More: The Executive Coach’s Experience of Working on the Telephone

M McLaughlin International Journal of Evidence Based Coaching and Mentori... 2013

This study adopts an interpretative phenomenological analysis of one-to-one interviews with six practicing executive coaches, who were asked to describe their experience of using the telephone for contracted coaching sessions. Findings suggest that the modality can offer a powerful, highly flexible and creative tool. They also indicate...

Cites in Google Scholar: 8
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Strengthening Coaching: an Exploration of the Mindset of Executive Coaches using Strengths-Based Coaching

K Toogood International Journal of Evidence Based Coaching and Mentori... 2012

Interest in strengths-based coaching is growing, yet whilst there is evidence that focusing on strengths is beneficial, there is scant research within a coaching context and literature offers limited practical guidance. This phenomenological analysis study investigates six executive coaches’ beliefs about the practice and impact of str...

Cites in Google Scholar: 2
 
The coach-client relationship and contributions made by the coach in improving coaching outcome

A O’Broin, S Palmer The Coaching Psychologist 2006

This paper highlights the paradox of the potential importance of the coach-client relationship to coaching outcome, with a serious lack of studies in this area. Formal research into the coach-client relationship is critical, as its confirmation as a factor instrumental in coaching outcome would have implications for coaching effectiven...

Cites in Google Scholar: 36
 
Developing an agenda for teaching coaching psychology

A Grant International Coaching Psychology Review 2011

The research and practice of coaching psychology has developed considerably over the past 10 years. However, if coaching psychology is to continue to grow and develop, an educational and teaching framework needs to be established. Very little attention has been paid in the published literature to the teaching of coaching psychology. Th...

Cites in Google Scholar: 39
 
Reflexive questions in a coaching psychology context

C Hieker, C Huffington International Coaching Psychology Review 2006

Asking the right questions at the right time is an essential tool of coaching psychology so as to generate self-awareness in the coachee as well as a sense of responsibility and the will to make a change. In this article, building on principles and methods originally developed in the family therapy arena, the authors show how reflexi...

Cites in Google Scholar: 17
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Executive Coaches Converse on Clients, Colleagues & Careers

J Wright, W Bergquist, B Johnson, L Miller, M O’Neill, J San... International Journal of Coaching in Organizations 2005

This article presents commentary delivered during a panel discussion conducted as a part of the ICF 9th Annual Conference in Quebec City on November 5, 2005. The discussion consisted of three levels or topical areas and was entitled “Taking it Deeper: The Art and Science of Credible Executive Coaching.” We believe the program was particul...

Cites in Google Scholar: 0
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Transformative Learning and Appreciative Inquiry: Incorporating Coaching and Action for Deep Organizational Change

S Meyer, L Donovan, S Fitzgerald International Journal of Coaching in Organizations 2007

This article identifies how deep change in organizations, catalyzed by Appreciative Inquiry, and facilitated by coaching, can be the consequence of simultaneous, synergistic Transformative Learning that is experienced at the individual level and enacted at the group level. The authors examine the theoretical and structural framework of th...

Cites in Google Scholar: 3
 
The effect of business coaching and mentoring on small-to-medium enterprise performance and growth

B Crompton 2012

This thesis aims to address the principal question of whether business coaching directly or indirectly enhances firm financial performance and growth. The present thesis incorporates four comprehensive and inter-related studies designed to investigate the contribution of business coaching to firm growth in cohorts of start-up companies an...

Cites in Google Scholar: 7
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Ethical dilemmas and tricky decisions: A global perspective of coaching supervisors’ practices in coach ethical decision-making

E Turner, J Passmore International Journal of Evidence Based Coaching and Mentori... 2018

This paper examines ethical dilemmas and tricky decision-making among coaching supervisors internationally. Supervisors were selected for the first study in this wider project due to the pivotal role they play in coaching practice and the resolution of ethical dilemmas. The research reveals that ethical decision-making is an under-develop...

Cites in Google Scholar: 0
 
Virtual Group Coaching: The Experience of Business Professionals in the Process

P Van Dyke 2012

Technology has changed the way we conduct business and interact with each other. Whether we are accomplishing tasks, completing projects, or enhancing our personal development, we are no longer confined to face-to-face encounters. Our society is becoming more and more reliant on virtual means to communicate and to conduct business. These ...

Cites in Google Scholar: 0
 
The coaching ripple effect: The effects of developmental coaching on wellbeing across organizational networks

S O'O’Connor, M Cavanagh Psychology of Well-Being: Theory, Research and Family Practi... 2013

Background: It has been argued that the quality of daily interactions within organisations effects the wellbeing of both individuals and the broader organisation. Coaching for leadership development is one intervention often used to create organisation-wide changes in culture and wellbeing. Leadership style has been associated with employ...

Cites in Google Scholar: 37
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