A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

Gray, David E.; Ekinci, Yüksel; Goregaokar, Harshita

doi:10.1111/j.1468-2389.2011.00569.x

Cited by 16 publications

(10 citation statements)

References 53 publications

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“…This lack of evidence raises doubts, especially concerning the justification of the significant investment in T&D programs. The need has arisen for a comprehensive empirically examination of this process and its effects (Gray et al, 2011).…”

Section: The Importance Of Tanddmentioning

confidence: 99%

The role of training practice in improving organizational performances in selected countries of Danube Region: A research based on Cranet 2015/16 results

Slavić

Berber

2019

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The training and development of employees (T&D) represents one of the most important and basic HR activities, which are a source of creating sustainable change in behaviour and understanding employees. Through the acquisition of new knowledge, skills and abilities (KSA), employees are likely to become more productive and achieve better results. Based on the above-mentioned, this paper aims to explore the relationships between certain aspects of T&D and organizational performance, and the effects of employee training and development (importance of training, effectiveness of training) on organizational performance (productivity and service quality). The methodology used in the research is based on data obtained during the Cranet 2015/16 international survey of HR practices. In order to explore the training and development practices in selected countries of the Danube Region, the authors used descriptive statistics, Spearman's correlation, and hierarchical multiple regression. The results of the theoretical and empirical exploration led to the conclusion that organizations which have more developed T&D activities achieve higher level of productivity and service quality. Also, no statistically significant differences were detected between countries in the selected region regarding the relation between T&D and the observed organizational performance.

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Section: The Importance Of Tanddmentioning

confidence: 99%

The role of training practice in improving organizational performances in selected countries of Danube Region: A research based on Cranet 2015/16 results

Slavić

Berber

2019

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“…There are two bodies of coaching literature that have relevance for exploring the quality of coaching sessions. The first is interested in the evaluation of the attributes, behaviours and competences of the coach (De Haan, Culpin & Curd, 2011;Gray, Ekinci & Goregaokar, 2011;Moen & Federici, 2013;Passmore, 2010;Stevens, 2005). The second focuses directly on the understanding of the coaching process (e.g., , De Haan & Nieß, 2012Lawley & Linder-Pelz, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“…A first body of literature aims at the identification of the attributes of the coach that are needed to provide a valuable service (De Haan et al, 2011;Gray et al, 2011;Passmore, 2010;Stevens, 2005). Empirical studies of such attributes, however useful at this stage of coaching research, mainly rely on feedback from clients.…”

Section: Literature Reviewmentioning

confidence: 99%

The Rashomon effect in the perception of coaching sessions and what this means for the evaluation of the quality: a grounded theory study

Myers

Bachkirova

2019

Coaching: An International Journal of Theory, Research and Prac

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To enhance the value of coaching provision, coaching sessions are assessed as part of the accreditation of coaches by professional bodies and through the selection of coaches for programmes in organisations. However, the idea of the quality of a coaching session and a valid standpoint from which such an assessment can be made, remain problematic. Using constructivist grounded theory, this study explores how coaching sessions are perceived by three parties: clients, coaches and groups of coaches acting as observers. Analysis of the multiple perspectives on each of six sessions shows a significant discrepancy between them supporting the relevance of the Rashomon effect in coaching, based on Kurosawa's (1950) film in which different witnesses provide conflicting accounts of the same events. The study questions the practice of prioritising first or third-person perspectives when the quality of a coaching session is assessed and addresses the potential implications of the identified issues for coaches, assessors and educators of coaching. Practice points To which field of practice area(s) in coaching is your contribution directly relevant? Evaluation of coaching practice, assessment and selection of coaches, continuing professional development of coaches, coaching education. What do you see as the primary contribution your submission makes to coaching practice?The study identifies ambiguities and challenges in the typical practices currently used in the coaching field. It provides a potential explanation for their origin with implications for practitioners, professional bodies and educators. What are its tangible implications for practitioners? Changing the way coaching sessions are evaluated  Changing the way coaches are assessed and selected  Changing coaching education programmes.

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“…Over the last few years, mentoring has become more widely recognized as an effective tool for increasing retentionwithin the SME"s context. According to Gray et al (2011) the concept within entrepreneurial studies, i.e. business mentoring has emerged in SMEs concept.…”

Section: Mentoring In Businessmentioning

confidence: 99%

Mentoring and Organizational Performance: A Review of Effects of Mentoring on Small and Medium Enterprises

Shah

Othman

Mansor

2016

JBSEE

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Mentoring has gained substantial attention in small and medium enterprises in recent years due to its high impact on business performance. Several studies have delineated the impact of mentoring on small and medium enterprises and found mentoring is helpful for improving organizational performance and transferring information from experienced entrepreneurs to inexperienced or les experienced entrepreneurs which leads to higher productivity of organization, better job satisfaction, and retention of workers. This study reviews the literature of mentoring and the components of mentoring. Findings of the study depict that mentoring has a positive impact on business performance. Moreover, the results also implicate significant decision-making suggestions for SMEs that improved business performance can be achieved by enabling efficient mentoring programs. These programs would benefits employee as well as the organization. Mentoring programs not only increase the value of employees but also the effectiveness of the business.

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A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

Cited by 16 publications

References 53 publications

The role of training practice in improving organizational performances in selected countries of Danube Region: A research based on Cranet 2015/16 results

The role of training practice in improving organizational performances in selected countries of Danube Region: A research based on Cranet 2015/16 results

The Rashomon effect in the perception of coaching sessions and what this means for the evaluation of the quality: a grounded theory study

Mentoring and Organizational Performance: A Review of Effects of Mentoring on Small and Medium Enterprises

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