Coaching executives.

Tobias, Lester L.

doi:10.1037/11570-013

Cited by 34 publications

(82 citation statements)

References 1 publication

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“…Among 6 quantitative studies, only 1 study was based on correlational study using inferential statistics. This shows that little empirical research has been conducted on this practice (Kampa-Kokesch & Anderson, 2001;Kilburg, 1996Kilburg, , 1997Kilburg, , 2001Orenstein, 2002;Sherman & Freas, 2004), even if there are a number of case studies portraying successful instances of executive coaching (e.g., Diedrich, 1996;Kiel, Rimmer, Williams, & Doyle, 1996;Peterson, 1996;Tobias, 1996).…”

Section: Methodsmentioning

confidence: 95%

“…(Witherspoon & White, 1996, p. 124) Harris (1999) maintained that a few professionals used a blend of organization development (OD) and psychological techniques in working with executives, even before the term was coined. According to Tobias (1996), the term, executive coaching, came into the business world in the late 1980s. He also argued that coaching is "simply a repackaging of certain practices that were once subsumed under the more general terms consulting or counseling" (p. 87).…”

Section: History Of Executive Coachingmentioning

confidence: 98%

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Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research

Joo

2005

Human Resource Development Review

291

304

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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 conceptual framework of executive coaching, integrating the literature on executive coaching and related areas such as mentoring, career success, 360-degree feedback, and training and development. The significance of this article lies in its integration of the extant literature on executive coaching and the development of a conceptual framework of executive coaching and related propositions derived from the literature. The article discusses the implications for future research and for human resource development.

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Section: Methodsmentioning

confidence: 95%

Section: History Of Executive Coachingmentioning

confidence: 98%

Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research

Joo

2005

Human Resource Development Review

291

304

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“…AI, as we have explained, occurs most successfully in relational conversation, and the intersubjectivity involved with the AI process would well serve the lengthy leader/coach relationship. As a result, the AI-centered coaching intervention can meet the specific needs of individuals (Niemes, 2002;Tobias, 1996;Witherspoon & White, 1996), which sustains their focus and assists them in developing new habits and ways of being (Tobias, 1996). A final benefit is that the learning is of immediate relevance to the individual being coached (Bennett, 2003;Niemes, 2002).…”

Section: Implications For Human Resource Developmentmentioning

confidence: 95%

“…First, the term coaching implies a long-term and in-depth relationship as opposed to a seminar or classroom experience (Niemes, 2002;Tobias, 1996). AI, as we have explained, occurs most successfully in relational conversation, and the intersubjectivity involved with the AI process would well serve the lengthy leader/coach relationship.…”

Section: Implications For Human Resource Developmentmentioning

confidence: 96%

Individual Leader Development: An Appreciative Inquiry Approach

Hart

Conklin

Allen

2008

Advances in Developing Human Resources

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The problem and the solution . Leader development, expanding an individual's leadership capacity, may include learning to transform perspectives as one objective.This paper explores how such transformation might be achieved through appreciative inquiry (AI).The authors define AI and transformative learning and articulate a perspective being advanced which highlights the relationship between them. Using two illustrative examples from organizational and educational settings, the authors describe the AI process and propose how the process might be conducted to achieve transformative leader development. Through these examples, they explore the types of affirmative questions that guided participants' conversations and led to commitment to action and shift in perspectives that are important elements of transformative learning.The authors propose that AI may increase a leader's capacity to generate his or her role anew through inner work and an inside-out orientation (Hunt, 1987). They consider ways in which AI can be coupled with other sources of learning, expanding its use beyond a tool for developing organizational leadership capacity through large-systems organizational change to one that is focused on developing individual leader capacity.

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“…However, to bring about lasting change requires nuanced psychological skills. As Tobias (1996) pointed out: while some change is possible in the absence of an explicitly intrapsychic focus. .…”

Section: Formal Learningmentioning

confidence: 97%

Recourse to Executive Coaching: The Mediating Role of Human Resources

Murphy

2005

International Journal of Police Science & Management

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This paper views the proliferation of executive coaching for developmental purposes as a sign of organisational deficits in the areas of leadership, mentoring, and formal training. Key coaching concepts are described in terms of their links to counselling psychology and are compared with foundational development activities to argue that coaching may be a facile response to more serious underlying deficiencies. A police organisation provides an interesting context to illustrate how coaching is uncritically embraced to bridge shortcomings in areas where human resource structures and processes should play a more active mediating role.

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Coaching executives.

Cited by 34 publications

References 1 publication

Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research

Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research

Individual Leader Development: An Appreciative Inquiry Approach

Recourse to Executive Coaching: The Mediating Role of Human Resources

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