Hidden in Plain Sight: The Active Ingredients of Executive Coaching

By D. Douglas McKenna, S. L. Davis. Industrial and Organizational Psychology, 2009

176 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/285d0f17dc263b74222456cf0692753ffe3e6e54

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Citations in the corpus

Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “…supports the notion that coaches should try to adapt their interpersonal behaviour to the client’s characteristics in order to establish an ideal coaching relationship and to attain coaching success (e.g. Feldman & Lankau, 2005; McKenna & Davis, 2009; Scoular & Linley, 2006; Wycherley & Cox, 2008).”
EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, background): “As McKenna and Davis (2009) argue, the coaching field can learn from the fact that in the older and more established profession of psychotherapy, these same questions of effectiveness have been rigorously studied since at least the 1930s (Rosenzweig, 1936).”
Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success? (2014, background): “Not surprisingly, it is often assumed in the coaching literature that this is also the case for coaching (McKenna & Davis, 2009).”
The power of coaching: a meta-analytic investigation (2015, background): “The major distinction between coaching and training (and what makes coaching akin to therapy) is the centrality of the coach– coachee relationship to coaching outcomes (Feldman & Lankau, 2005; McKenna & Davis, 2009).”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “A further factor identified within the counselling literature which authors (McKenna & Davis, 2009 ) have argued has relevance for coaching is the wider support network.”
The Working Alliance in Coaching (2015, background): “This is contrary to previous findings from the field of therapy (e.g., Hersoug et al., 2001; McKenna & Davis, 2009) or coaching (de Haan et al., 2013), where only the clients’ rating of the relationship was “pivotal” regarding its influence on success (McKenna & Davis, 2009, p. 251).”