Executive coaching in practice: what determines helpfulness for clients of coaching?

By E. D. Haan, Vicki Culpin, J. Curd. 2011

185 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/314a9e5988c04ef2c2a87de47d65a12be1d6b8d6

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Citations in the corpus

Challenges for the Theory and Practice of Business Coaching (2016, background): “…(Baron & Morin, 2010; Bond & Seneque, 2013); A focus on setting clear goals or outcomes to be achieved (Baron & Morin, 2010; Blackman, 2008, 2010; De Haan et al., 2011; Evers et al., 2006; AM Grant, Green, & Rynsaardt, 2010; Gray et al., 2011; Judge & Cowell, 1997; Moen & Federici, 2012;…”
A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. (2016, unknown): “T hi s ar tic le is in te nd ed so le ly fo r th e pe rs on al us e of th e in di vi du al us er an d is no t to be di ss em in at ed br oa dl y. de Haan, Culpin, and Curd (2011) examined how various executive coaching interventions (at least four sessions each with professional external coaches)…”
Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context (2014, unknown): “The ultimate aim of coaching is to facilitate deep-level changes and learning (de Haan et al., 2011).”
Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success? (2014, background): “Finally, this was an exploratory study and the sample size of 49 is somewhat smaller than the 71 participants in de Haan et al. (2011) or the 156 coach–coachee pairs reported by de Haan et al. (2013) but is greater than the 30 coaching engagements reported by Smith and Brummel (2013) or the five…”
A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? (2018, background): “For instance, De Haan et al. (2011) found that coaching effectiveness is less correlated with technique or intervention than with factors common to all coaching, such as the coaching relationship, positive expectations etc. Studies that will further explore such an important finding or identify…”
EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, background): “De Haan, Culpin, and Curd (2011) examine how various executive coaching interventions make a difference to clients.”
Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “Certain kinds of coach behaviour are generally considered beneficial to high relationship quality, e.g. active listening, demonstrating empathy or encouragement (e.g. De Haan et al., 2009; Gregory & Levy, 2011; Machin, 2010; O’Broin & Palmer, 2010; Passmore & Gibbes, 2007).”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, methodology): “Workplace coaching is a one-to-one custom-tailored, learning and development intervention that uses a collaborative, reflective, goal-focused relationship to achieve professional outcomes that are valued by the coachee (Smither, 2011). Coaching is a learning and development approach that places the ”