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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 (60 in Portal)
Back in Time
 
A survey of executive coaching practices.

D Peterson, J Bono, R Purvanova, A Towler Personnel Psychology 2009

Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive co...

Cites in Google Scholar: 443
 
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: The need for standards of competence.

L Brotman, W Liberi, K Wasylyshyn Consulting Psychology Journal: Practice and Research 1998

Psychologists working in the emerging competency area of "executive coaching" must promote a more complete understanding of what constitutes effectiveness in this arena—particularly when the expected outcome is sustained behavior change. Experienced psychologists must accept accountability for the need to inform and educate corporate deci...

Cites in Google Scholar: 326
 
The effectiveness of executive coaching: What we can learn from the research literature

G Dai, MKP De Korn/Ferry Institute 2009

While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their f...

Cites in Google Scholar: 10
 
Evaluating leadership coaching: A review and integrated framework.

L Boyce, K Ely, J Nelson, S Zaccaro, G Hernez-Broome, W Whym... The Leadership Quarterly 2010

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation...

Cites in Google Scholar: 470
 
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
 
Coaching: Evoking Excellence in Others

J Flaherty Routledge 2011

Coaching: Evoking Excellence in Others is an insightful, thought-provoking guide that dissects the art and science of coaching. Beginning with theories, concepts and models, the book moves on to consider rigorous methods of practice and self-observation in a relationship of mutual trust, respect and freedom of expression. It will probe yo...

Cites in Google Scholar: 0
 
Masterful Coaching

R Hargrove Jossey-Bass 2008

Book Description: When the first edition of Masterful Coaching was published, it quickly became the standard resource for anyone who was a coach, considering becoming a coach, or curious about being an extraordinary coach. In this completely revised third edition of his groundbreaking book, Hargrove presents his profound insights into the...

Cites in Google Scholar: 577
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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: 409
 
Trudging Toward Dodoville: Conceptual Approaches and Case Studies in Executive Coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 2004

This article introduces the 3rd Consulting Psychology Journal special issue on executive coaching and briefly examines the current status of the scientific knowledge base in the field. It compares the emergence of the empirical literature on coaching to the historical pathway created by psychotherapy and hypothesizes that research on exec...

Cites in Google Scholar: 140
 
Executive coaching.

H Levinson Consulting Psychology Journal: Practice and Research 1996

Executive coaching requires the ability on the part of the coach to differentiate coaching from psychotherapy while using basic psychological skills and insights. It is usually short term and issue focused. At high executive levels, its success depends heavily on the consultant's knowledge about contemporary management and political issue...

Cites in Google Scholar: 793
 
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: 428
 
What’s in a name? A literature-based approach to understanding mentoring, coaching, and other constructs that describe developmental interactions

CP D’Abate, ER Eddy, SI Tannenbaum Human resource development review 2003

Employee development can take a variety of forms including “developmental interactions” such as coaching, mentoring, apprenticeship, and action learning. The broad literature on approaches to development lacks agreement on what these constructs represent. Rather than impose new construct definitions on the field, the current research addr...

Cites in Google Scholar: 414
 
Marginal mentoring: The effects of type of mentor, quality of relationship, and program design on work and career attitudes

BR Ragins, J Cotton, J Miller Academy of Management Journal 2000

Employing a national sample of 1,162 employees, the authors examined the relationship between job and career attitudes and the presence of a mentor, the mentor's type (formal or informal), the quality of the mentoring relationship, and the perceived effectiveness and design of a formal mentoring program. Satisfaction with a mentoring rela...

Cites in Google Scholar: 1701
 
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: 361
 
Executive Coaching: Inspiring Performance at Work. IES Report 379.

A Carter ERIC 2001

A four-phase study was conducted in Great Britain to determine what executive coaching is, why organizations use it, what issues are involved, and where executive coaching fits in terms of management learning theory. Data were gathered through a literature review, in-depth interviews with management development specialists and others in o...

Cites in Google Scholar: 71
 
The executive coaching trend: Towards more flexible executives

RA Jones, AE Rafferty, M Griffin Leadership & Organization Development Journal 2006

Purpose – This paper proposes to investigate the influence of executive coaching on managerial flexibility in order to build a stronger theoretical and empirical basis for executive coaching research. Design/methodology/approach – A repeated measures design was adopted. About 11 leaders participated in a leadership development progra...

Cites in Google Scholar: 150
 
A theory of team coaching

J Hackman, R Wageman Academy of Management Review 2005

After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when co...

Cites in Google Scholar: 1411
 
Executive coaching

G Blackman-Sheppard Industrial and Commercial Training 2004

Executive coaching is often seen as higher grade coaching that is the sole prerogative of the high‐flying executive, accompanied on hallowed ground by the mystical executive coach. However, the foundation stones for executive coaching – quality integrated thinking, confidentiality, trust – are equally important to all its people if an org...

Cites in Google Scholar: 790
 
Intuitive coaching-summary

E Murray Industrial and Commercial Training 2004

Intuition calls upon combined wisdom acquired during a lifetime. It is a speedy, creative and subconscious process that can get to the truth of things without reasoning or analysis. It works sufficiently often to be taken seriously. Coaching an unregulated profession, can deliver successful results through the intuitive approaches of both...

Cites in Google Scholar: 21
 
Managerial coaching behaviors in learning organizations

AD Ellinger, RP Bostrom Journal of Management Development 1999

Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the micro‐behaviors manifested in them remain an area that has n...

Cites in Google Scholar: 508
 
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: 129
 
Coaching, mentoring and the sibling organization

M Bagshaw Industrial and Commercial Training 1998

The sibling organization is a stage in the development of organizations following the uncertainty created by downsizing and restructuring. People feel the need to invest in self‐preservation, perhaps at the expense of collaborative effort, risk‐taking and shared learning. Organizational defensive routines limit growth and creativity. Mora...

Cites in Google Scholar: 18
 
Psychoanalysis and coaching

R Brunner Journal of Managerial Psychology 1998

Psychoanalysis has nothing to say about firms or management as such; inversely, psychoanalytic coaching can aid managers to develop a better understanding of the role they exercise within the firm and to better position themselves in decision making and communication with other people. While it is a practice that takes place outside the c...

Cites in Google Scholar: 36
 
Peer mentoring in the industrial sales force: An exploratory investigation of men and women in developmental relationships

LM Fine, EB Pullins Journal of Personal Selling \& Sales Management 1998

Peer mentoring relationships are common in sales organizations, but there have been few systematic investigations of the nature of these relationships in the sales domain. Additionally, the literature from other fields is mixed on whether men and women fare differently in mentoring relationships. We investigate the nature of mentoring in ...

Cites in Google Scholar: 72
 
Coaching a leader: leveraging change at the top

L Giglio, T Diamante, JM Urban Journal of Management Development 1998

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trou...

Cites in Google Scholar: 113
 
A bridge over troubled water: bringing together coaching and counselling

T Bachkirova, E Cox The International Journal of Mentoring and Coaching 2004

This article addresses the issue of forced estrangement between coaching and counselling. The separation between the two fields is explored and the consequences of this for coaching in particular as a newly established profession are discussed. It will be suggested that the source of differences and similarities between various types of ‘...

Cites in Google Scholar: 0
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The virtual line manager as coach: Coaching direct reports remotely and across cultures

C Filsinger International Journal of Evidence Based Coaching and Mentori... 2014

Global virtual working across cultures and the use of manager-as-coach programmes have been increasing. Although some research on culture in coaching, virtual coaching and the manager-as-coach exists separately, few studies have been undertaken on the line manager as a coach in a virtual and crosscultural setting. This article identifi...

Cites in Google Scholar: 19
 
Back to basics III: On inquiry, the groundwork of coaching and consulting

E de Haan International Coaching Psychology Review 2014

Purpose: The purpose of this study is to go to the heart of the consulting and coaching intervention and to explore what is its core active ingredient. In earlier articles (De Haan, 2011 & 2012) I introduced two basic ingredients in terms of their historical understanding: transference and reflective-self function. This article hopes t...

Cites in Google Scholar: 8
 
A preliminary exploration of the working allliance and'real relationship'in two coaching approaches with mental health workers

B Sun, F Deane, T Crowe, R Andresen, LG Oades, J Ciarrochi International Coaching Psychology Review 2013

Objectives: The coaching relationship has been described as the catalyst for change. This study explores the coaching relationship by comparing the working alliance and the ‘real relationship’ – the undistorted and authentic experience of the other – in participants in skills coaching and transformational coaching. Design: A 2 (coachin...

Cites in Google Scholar: 22
 
Leadership coaching in health care

S Henochowicz, D Hetherington Leadership \& Organization Development Journal 2006

Purpose – Medicine is undergoing dramatic changes that will alter its basic organizational structure. The integration of evidence‐based medicine, patient centered care, and the electronic medical record into medical practice will necessitate innovative approaches to management. Design/methodology/approach – A review of the literature...

Cites in Google Scholar: 88
 
Supervisory coaching in a logistics context

AE Ellinger, AD Ellinger, SB Keller International journal of physical distribution \& logist... 2005

Purpose – To examine warehouse worker development associated with managerial coaching in the logistics industry. Design/methodology/approach – Examine the efficacy of this developmental approach in a logistics context, a survey method was used to provide an overview of supervisors' coaching behavior at 18 distribution centers in the ...

Cites in Google Scholar: 140
 
What progress has been made in coaching research in relation to 16 ICRF focus areas from 2008 to 2012?

L Stern, S Stout-Rostron Coaching: An International Journal of Theory, Research and P... 2013

This article explores the extent to which the research focus areas of the 100 proposals generated by the International Coaching Research Forum (ICRF) in 2008 have been addressed in substantive, primary and evidence-based research. Abstracts of English-language, peer-reviewed research on coaching published from January 2008 to June 2012 we...

Cites in Google Scholar: 41
Citations (5 in Portal)
Forward in Time
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Learning to lead: Higher education faculty explore self-mentoring

ML Carr, DK Pastor, PJ Levesque International Journal of Evidence Based Coaching and Mentori... 2015

Using collective case-study inquiry the research question of how a formal semi-structured self-mentoring programme can support professional growth and faculty leadership development for new and existing university faculty is explored. A research project was funded through the University of North CarolinaWilmington Charles L. Cahill...

Cites in Google Scholar: 20
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From expert to novice: Supporting mentor development through professionalisation of practice in formal schemes

S Blake International Journal of Evidence Based Coaching and Mentori... 2016

Mentoring schemes continue to increase within organisations and rely on attracting and retaining motivated volunteers. At the same time, mentoring is also becoming embedded within professional frameworks and discipline experts are being enlisted in formal schemes to widen their involvement in supporting novices in their professional devel...

Cites in Google Scholar: 5
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An ethnographic study of the introduction of internal supervisors to an internal coaching scheme

M Robson International Journal of Evidence Based Coaching and Mentori... 2016

Coach supervision is a current topic. With the support of the coaching bodies, supervision is increasingly regarded as a requirement to practice as a coach. However, the evidence base. There is little research that has focused specifically upon the supervision of internal coaches, this in spite of the reported growth in their use by organ...

Cites in Google Scholar: 10
 
Re-Conceptualising Coach Education from the Perspectives of Pragmatism and Constructivism

T Bachkirova, P Jackson, J Gannon, I Iordanou, A Myers Philosophy of Coaching: An International Journal 2017

The aim of this paper is to offer a coherent philosophical position to underpin the task of the education of coaches. Our argument builds from an analysis of the specificity and issues concerning the development of coaches. We provide a potential explanation of these issues by identifying a significant discrepancy between two typical conc...

Cites in Google Scholar: 23
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