A Quasi-experimental Study on Management Coaching Effectiveness

By Wilfried Evers, A. Brouwers, W. Tomic. 2006

192 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1ba69d7ae3388ac944bfe985536e211f3a1c64aa

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In Applied Psychology

In Developmental and Educational Psychology

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Citations in the corpus

Evidence-based coaching: Flourishing or languishing? (2007, background): “Using such a design Evers, Brouwers, and Tomic (2006) found that executive coaching enhanced participants’ selfefficacy beliefs in personal goal setting, but they did not measure goal attainment itself.”
Evaluating the effectiveness of executive coaching: beyond ROI? (2009, background): “For example, coachees may possess hindsight bias, in that their memories may have influenced the data collected (Evers et al., 2006).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “As previously mentioned, the few empirical leadership coaching studies that investigate self-efficacy as an outcome variable find a positive relation between coaching and postintervention self-efficacy (Baron & Morin, 2010; Evers et al., 2006; Finn et al., 2007; Moen & Skaalvik, 2009).”
EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, background): “On the other hand, the more rigorous studies involving control groups (e.g., Evers et al., 2006; Smither et al., 2003) only found small effects, generally smaller than those found in psychotherapy (d 0.5; compare with average d 0.80 in psychotherapy—see Wampold, 2001).”
Challenges for the Theory and Practice of Business Coaching (2016, background): “…who argue that coaches must have skills or expertise in either executive management development and/or in the sector in which they are practising (Berglas, 2002; Eggers & Clark, 2000; Evers et al., 2006; Hagen, 2010; Joo, 2005; Passmore & Fillery-Travis, 2011; Smither et al., 2003; VanFleet, 1999).”
A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. (2016, background): “Within the coaching outcome literature, Stewart et al. (2008) and de Haan et al. (2013) have shown that general self-efficacy predicts coaching effectiveness, while Evers, Brouwers, and Tomic (2006) found that coaching enhanced self-efficacy.”
The coach-coachee relationship in executive coaching: A field study (2009, unknown): “, 2003), self-efficacy (Baron & Morin, 2007; Evers et al., 2006), organizational commitment and performance (Luthans & Peterson, 2003; Olivero et al.”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, methodology): “Finally, using a repeated measures design, Evers et al. (2006) tested the efficacy of coaching in the development of self-efficacy beliefs and outcome expectancies with respect to three central areas of functioning: setting one’s own goals, acting in a balanced way, and mindful living and working.”
Executive coaching in practice: what determines helpfulness for clients of coaching? (2011, background): “Finally, Evers et al. (2006) measured self-efficacy beliefs and outcome expectancies, on each of three dimensions.”
The State of Play in Coaching Today: A Comprehensive Review of the Field (2010, background): “Evers, Brouwers, and Tomic (2006) report on an executive coaching intervention with managers of the US federal government using self-report measures of self-efficacy beliefs and outcome expectancies which were linked to three central domains of functioning: setting one's own goals, acting in a…”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “*Grant, A. M. (2014). The efficacy of executive coaching in times of organisational change.”
Performance Management at the Wheel: Driving Employee Engagement in Organizations (2011, background): “Although a handful of studies do attempt to address this gap (e.g., Evers et al. 2006 ), most research centers around the use of external or executive coaches instead of managers acting as coaches for employees.”
A critical review of executive coaching research: a decade of progress and what's to come (2011, unknown): “The paper drew on a very limited range of studies, (Evers, Brouwers, & Tomic, 2006 ; Luthans & Peterson, 2003 ; Peterson, 1993 ; Smither, London, Flautt, Vergas, & Kucine, 2003 ; Togel & Nicholson, 2005 ; Wofred, 2003 ) in total four of which were subsequently used in the analysis.”