The impact of executive coaching and 360 feedback on leadership effectiveness

By Elizabeth C. Thach. 2002

239 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0eaf19b92ac4933a8a895128ab31a7fcb3b69120

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Citations in the corpus

The Mentoring Relationship Challenges Scale: The impact of mentoring stage, type, and gender (2011, background): “Often executive coaches are retained to develop top talent and involve a process of feedback and improvement related to specific competencies or goals (Thach, 2002).”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “However, this issue has subsequently been the subject of a variety of studies (Thach, 2002 ; Dingman, 2004 ) most of which looked at efficacy more generally.”
The State of Play in Coaching Today: A Comprehensive Review of the Field (2010, methodology): “Thach (2002) used a customised 360 degree feedback tool which drew on previously-validated items to assess the impact of executive coaching collecting ratings from the coachees themselves, their mangers and their direct reports, finding that coaching increase leadership effectiveness.”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, unknown): “…between the client and coach is one of the most essential processes of coaching with numerous authors suggesting that an effective client-coach relationship results in successful coaching outcomes (Baron & Morin, 2009; Gyllensten & Palmer, 2007; Hall, et al., 1999; Thach, 2002; Wasylyshn, 2003).”
Structuring and Understanding the Coaching Industry: The Coaching Cube (2011, background): “• Development or life coaching, also known as personal (Stern, 2004), or in-depth coaching (Thach, 2002), requires the highest engagement level as it “takes a broader, more holistic view, often dealing with more intimate, personal and professional questions.”
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership (2008, result): “For example, the results support the potential benefits of classical survey feedback on leadership (Thach, 2002).”
Evaluating the effectiveness of executive coaching: beyond ROI? (2009, methodology): “In addition, one study did not report pre- and post-coaching ratings and was eliminated (Thach, 2002 ).”
Challenges for the Theory and Practice of Business Coaching (2016, background): “Communication skills were particularly important (Graham et al., 1994; Longenecker, 2010; Rekalde et al., 2015; Thach, 2002) with particular significance attached to the provision of clear performance expectations (Ahern, 2003; Graham et al., 1994; Orenstein, 2000) and detailed and regular feedback…”
The coach-coachee relationship in executive coaching: A field study (2009, background): “, 1997), leadership (Thach, 2002), and conflict resolution (McGovern et al.”
EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, background): “In another study by Thach (2002), 281 managers participated in four 1-hr sessions of coaching over 5 months, with a 360o feedback before and after the coaching.”
To what extent can management practices be transferred between countries?: The case of human resource management in Vietnam (2007, background): “It has been shown to be effective for both motivation and performance outcomes (London & Smither, 1995), improving both internal and external customer service (Edwards, 1996) and enhancing leadership effectiveness (Thach, 2002).”
Executive coaching in practice: what determines helpfulness for clients of coaching? (2011, result): “Other studies have also shown (see, e.g., McGovern et al. 2001; Thach, 2002; Smither et al., 2003 or Blackman, 2006) that the helpfulness of executive coaching is generally perceived as high.”