The working alliance: Where are we and where should we go?

Castonguay, Louis G.; Constantino, Michael J.; Holtforth, Martin Grosse

doi:10.1037/0033-3204.43.3.271

Cited by 382 publications

(301 citation statements)

References 56 publications

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“…The results of two meta-analyses show a significant effect between working alliance and positive therapy outcome (Horvath & Symonds, 1991;Martin, Gaske, & Davis, 2000). In addition, as suggested by Castonguay, Constantino, and Holtforth (2006), the concept of the working alliance holds such an important place in what is thought of as "good therapy" that it appears unimaginable not to include this variable in a study examining the process or outcome of psychotherapy. We believe it should be the same for studies examining the process and the outcomes of executive coaching.…”

Section: The Coach-coachee Relationship In Executive Coachingmentioning

confidence: 87%

“…However, results thus far have not been conclusive. Castonguay et al (2006) have suggested that more studies are needed to clarify the issue of the direction and nature of the alliance' s impact on the process and outcome of treatment. To our knowledge, no empirical study has examined the role of the working alliance in the relation between coaching and the outcomes of coaching.…”

mentioning

confidence: 99%

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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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Section: The Coach-coachee Relationship In Executive Coachingmentioning

confidence: 87%

mentioning

confidence: 99%

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

Baron

Morin

2009

Human Resource Dev Quarterly

216

285

View full text Add to dashboard Cite

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“…In particular, working alliance, also referred to as therapeutic bond, alliance, or therapeutic alliance, is a collaborative relationship between patient and provider and has been associated with positive psychotherapy outcomes for a wide range of diagnoses and populations, including patient engagement and retention in treatment, (Castonguay, Constantino, & Holtforth, 2006;Sharf, 2010). It is conceptualized as a key ingredient of therapeutic relationship and a strong mediator of behavioral change by facilitating for patients and providers emotional involvement, trust, partnership, and commitment to the goals and therapeutic process (Bordin, 1979;Castonguay et al, 2006;Horvath, 1991). …”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Race, Patient Activation, and Working Alliance: Implications for Patient Engagement in Mental Health Care

Eliacin

Coffing

Matthias

et al. 2016

Adm Policy Ment Health

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This study explored the relationship between race and two key aspects of patient engagementpatient activation and working alliance -among a sample of African-American and White veterans (N=152) seeking medication management for mental health conditions. After adjusting for demographics, race was significantly associated with patient activation, working alliance, and medication adherence scores. Patient activation was also associated with working alliance. These results provide support for the consideration of race and ethnicity in facilitating patient engagement and patient activation in mental healthcare. Minority patients may benefit from targeted efforts to improve their active engagement in mental healthcare.

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“…After decades of substantial empirical attention, the alliance has been consistently and robustly associated with patient engagement and improvement across a variety of clinical problems, forms of treatment, and theoretical perspectives (see Castonguay, Constantino, & Holtforth, 2006). Three systematic meta-analyses of this association have demonstrated overall Cohen's (1988) d effect sizes between .21 and .26 (Horvath & Bedi, 2002;Horvath & Symonds, 1991;Martin, Garske, & Davis, 2000), showing a stronger relation with outcome than specific techniques (see Wampold, 2001).…”

Section: Introductionmentioning

confidence: 99%