Executive Coaching: Developing Managerial Wisdom in a World of Chaos

By R. Kilburg. 2000

254 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Developmental and Educational Psychology

View Paper: https://www.semanticscholar.org/paper/03d3c2c41c854b6306806793bb51a2852bc46731

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Citations in the corpus

The coach-coachee relationship in executive coaching: A field study (2009, background): “forms of therapy (Levinson, 1996); (4) in executive coaching, the organization is almost always the paying client, which automatically creates a connection of responsibility between the coach and the organization (Kilburg, 2002), and this particularity can lead coachees to less self-revelation than ”
Mental Models in Project Management Coaching (2007, background): “Kilburg, who has devised a 17-dimensional model comprising two principal parts—psychodynamics and systems elements (Kilburg, 2000).”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, background): “Books and book chapters on the general topic of coaching in the workplace and on executive coaching have been reviewed as well (Bacon & Spear, 2003; Fitzgerald & Berger, 2002; Kilburg, 2000).”
Executive Coaching: A Review and Agenda for Future Research (2005, background): “Thus, career counseling typically involves the evaluation of job opportunities both within and outside the current organization, while the primary purpose of executive coaching is to enhance the individual’s effectiveness in the current organization (Kilburg, 2000).”
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005, background): “Books on the general topic of coaching in the workplace and on executive coaching have recently appeared (Bacon & Spear, 2003; Fitzgerald & Berger, 2002; Kilburg, 2000).”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “(Kilburg, 2000, p. 142) In reflecting on the research and publications over the past decade we would offer the following broad definition of coaching: a Socratic based future focused dialogue between a facilitator (coach) and a participant (coachee/client), where the facilitator uses open…”
The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, background): “Although formal executive coaching provided by external coaches was being widely used in organisations (Kilburg, 2000; Sherman & Freas, 2004) and the peer-reviewed literature on its effectiveness was growing, the application of evidence-based coaching methodologies to the day-to-day work of…”
Evaluating the effectiveness of executive coaching: beyond ROI? (2009, background): “Kilburg (2000) identified several factors in coachees (e.g., lack of motivation, unrealistic expectations, lack of follow-up) and coaches (e.g., insufficient empathy, lack of expertise in the area of concern, poor techniques) that mitigate against a successful coaching outcome.”
Toward a Profession of Coaching? A Definitional Examination of ‘Coaching,’ ‘Organization Development,’ and ‘Human Resource Development’ (2009, unknown): “Executive Coaching Zeus and Skiffington (2000) Kilburg (2000) Peltier (2001) Orenstein (2002) McCauley and Hezlett (2001) …is ‘a collaborative, individualized relationship between an executive and a coach, the aims of which are to bring about sustained behavioural change and to transform the quality”
The emergent ‘coaching industry’: a wake-up call for HRD professionals (2008, background): “…which are some of the intended outcomes of life coaching, are also embedded within the professional coaching definitions of Grant (2006), Grant and Cavanagh (2004) and the ICF (2007a), and within the executive coaching definitions of Zeus and Skiffington (2000), Kilburg (2000) and Grant (2001).”