The Efficacy of Executive Coaching in Times of Organisational Change

By Adam M. Grant. 2014

214 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2e752d9ba96b60ae6eaabd1f852459fc0535a783

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Adam M. Grant
2. Yvonne D. Burger
3. Per-Olof Eriksson
4. E. D. Haan
5. Sharon K. Parker
6. Michaella Cavanagh
7. M. Bolino
8. Gordon B. Spence

In Developmental and Educational Psychology

1. E. D. Haan
2. Adam M. Grant
3. Michaella Cavanagh
4. Gordon B. Spence
5. L. S. Green

In Social Psychology

1. Adam M. Grant
2. Yvonne D. Burger
3. Per-Olof Eriksson
4. E. D. Haan
5. N. Bellé
6. Sharon K. Parker
7. M. Bolino
8. Sabine Sonnentag

Citations in the corpus

• A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. (2016, background): “Grant (2014a) compared four aspects of the coach–coachee relationship to investigate which was more related to specific measures of coaching success.”
• Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, unknown): “…this framework we coded outcomes as affective (e.g., self-awareness; Bozer, Sarros, & Santora, 2014), cognitive (e.g., solution-focused thinking; Grant, 2014), skill-based (e.g., safety-oriented communication; Kines et al., 2010) or results (e.g., sickness absence; Duijts, Kant, van den Brandt,…”