Coaching executives.

Tobias, Lester L.

doi:10.1037/1061-4087.48.2.87

Cited by 88 publications

(71 citation statements)

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“…This formal recognition of business coaching as a distinct staff development field of its own came about in the 1980s (Hudson, 1999;Kampa-Kokesch & Anderson, 2001;Kilburg, 1996aKilburg, , 1996bOlesen, 1996;Tobias, 1996). Harris (1999) describes three periods in the history of business coaching.…”

Section: The Practical and Theoretical Development Of Business Coachingmentioning

confidence: 99%

Challenges for the Theory and Practice of Business Coaching

Blackman

Moscardo

Gray

2016

Human Resource Development Review

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P: +61 7 4781 4254Professor Gianna Moscardo has qualifications in applied psychology and sociology. Her qualifications in applied psychology and sociology support her research interests in understanding how communities and organisations perceive, plan for, and manage tourism development opportunities and how tourists learn about and from their travel experiences. CHALLENGES FOR THE THEORY AND PRACTICE OF BUSINESS COACHING: A SYSTEMATIC REVIEW OF EMPIRICAL EVIDENCE AbstractUntil recently there has been little published systematic empirical research into business coaching. This paper reports on a systematic, critical review of 111 published empirical papers investigating business coaching theory, processes and outcomes. The present paper identifies a significantly larger body of empirical research than covered in previous reviews and uses a Systematic Review method (SRm) to conduct a comprehensive review of the available empirical evidence into business coaching effectiveness focusing on implications for theoretical development, practice (within human resource development) and further research in this area. This review identifies convergence around factors that contribute to perceived effective coaching practice but nevertheless highlights a number of issues to be resolved in further research. These include determining the primary beneficiaries of coaching, the factors that contribute to coach credibility, and how the organisational and social context impacts on coaching. Weaknesses in coaching research methodology and research gaps are also noted.

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Section: The Practical and Theoretical Development Of Business Coachingmentioning

confidence: 99%

Challenges for the Theory and Practice of Business Coaching

Blackman

Moscardo

Gray

2016

Human Resource Development Review

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“…It was suggested that executive coaching was really a repackaging of activities and techniques borrowed from other disciplines such as counselling, psychology , learning and consulting (Tobias, 1996). It is undoubtedly true that a significant amount of the knowledge base used by coaches originates from other disciplines.…”

Section: Review Of Research: 2000 -2009mentioning

confidence: 99%

A critical review of executive coaching research: a decade of progress and what's to come

Passmore

Fillery-Travis

2011

Coaching: An International Journal of Theory, Research and Prac

166

158

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Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated. AbstractThis paper aims to summarise the current state of coaching research and to provide a basis for future research which will provide a frame of reference ensuring that research builds on previous studies and adds to knowledge rather than replicating previous findings in innocence. This approach will prevent wasted effort and resources in organisations and research.The paper is divided into three sections. The first two sections review the state of research over the past hundred years, with a greater focus on the past decade when coaching research has accelerated at warp speed. The paper divides the recent research into categories; the nature of coaching, coach behaviour studies, client behaviour studies, relationship studies and executive coaching impact studies.The third section considers the future direction research may take. It identifies key questions which the authors believe should be the focus of future research and highlights the work undertaken to support coaching researchers and published by the Coaching Foundation.

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“…An ongoing series of activities tailored to the individual' s current issues or relevant problem is designed by the coach to assist the executive in maintaining a consistent, confident focus as he or she tunes strengths and manages shortcomings (Tobias, 1996).…”

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The coach‐coachee relationship in executive coaching: A field study

Baron

Morin

2009

Human Resource Dev Quarterly

216

285

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Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected from two samples: 73 managers who received executive coaching for a period of eight months and 24 coaches. Results from 31 coach-coachee dyads were analyzed. Results indicate that the coach-coachee relationship plays a mediating role between the coaching received and development of the coachees' self-efficacy. Findings also show four significant correlates to the coach-coachee relationship: the coach's selfefficacy with regard to facilitating learning and results, the coachee's motivation to transfer, his or her perception of supervisor support, and the number of coaching sessions received.In organizational settings, executive coaching has become an increasingly common skill-development method (Bacon & Spear, 2003;Kampa-Kokesch & Anderson, 2001). The International Coaching Federation (ICF) alone numbered 15,000 members in 90 countries in 2008. However, many authors have noted the lack of scientific studies on the process and the outcome of executive coaching (see Lowman, 2005;Sue-Chan & Latham, 2004), and others have argued that this development approach is overused considering the paucity of research on the subject (McGovern et al., 2001). In short, the results from empirical studies indicate that executive coaching is positively associated with self-efficacy (Baron & Morin, 2007;Evers, Brouwers, & Tomic, 2006), leadership (Thach, 2002) (Smither, London, Flautt, Vargas, & Kucine, 2003). In regard to the process, very little is known about the variables that influence its effectiveness.The working relationship established between the coach and the coachee appears to be a key process variable. Numerous authors have suggested that a good working relationship constitutes an essential condition for the success of executive coaching (Kampa & White, 2002;Kampa-Kokesch & Anderson, 2001;Kilburg, 2001;Lowman, 2005). However, there are scarcely any reported studies of the link between the coach-coachee relationship and the effectiveness of executive coaching. Further, to our knowledge there are no studies that have examined the determinants of the coach-coachee working relationship. The goal of our study was to partially fill that gap in the literature. Our first objective aimed to answer the question, What role does the working relationship between the coach and the coachee have in executive coaching outcomes? In this study, exploration of the coach-coachee working relationship has been largely inspired by the literature on the working alliance from the psychotherapy domain. Specifically, we attempted to empirically explore the links between the coach-coachee relationship and self-efficacy, a variable significantly associated with training outcomes (Colquitt, LePine, & Noe, 2000;Salas & C...

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Coaching executives.

Cited by 88 publications

References 1 publication

Challenges for the Theory and Practice of Business Coaching

Challenges for the Theory and Practice of Business Coaching

A critical review of executive coaching research: a decade of progress and what's to come

The coach‐coachee relationship in executive coaching: A field study

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