The Psychology of Executive Coaching: Theory and Application

By B. Peltier. 2001

225 citations recorded by the source corpus.

Subfields: Applied Psychology

View Paper: https://www.semanticscholar.org/paper/3f03c032611b238ec166f36cbc060f86a4e5cf60

Citations in the corpus

• A critical review of executive coaching research: a decade of progress and what's to come (2011, unknown): “The five major approaches to executive coaching interventions that have been summarised by Peltier (2001) are psychodynamic, behaviourist, person-centered, cognitive therapeutic and system-oriented.”
• The coach-coachee relationship in executive coaching: A field study (2009, unknown): “Nevertheless, a number of elements differentiate these two developmental processes: (1) by aiming to develop professional skills, executive coaching is much more specific to the work setting than is the psychotherapy process (Peltier, 2001); (2) coaching focuses on the present and future, whereas th”
• Structuring and Understanding the Coaching Industry: The Coaching Cube (2011, unknown): “Hence, in skills or performance coaching, for example, where relatively clear goals are offered, we expect that the Rationality and Activity schools might be more often observed and applicable than others due to their characteristic of working with clear goals (Ducharme, 2004; Peltier, 2001).”
• Mental Models in Project Management Coaching (2007, unknown): “Examples of techniques used in behavioral coaching are: modeling (Rosental and Steffek, 1991), feedback (Kluger and DeNisi, 1996), rewards and reinforcers (Peltier, 2001), and self-management (Kanfer and Gaelick-Buys, 1991).”
• Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, unknown): “Two main reasons support the assumption that similarity on both interpersonal dimensions is more important than complementarity for the coaching relationship: first, coaching clients are generally expected to be emotionally more stable than clients in psychotherapy (Peltier, 2010).”
• Can Coaching Reduce Workplace Stress? A Quasi-Experimental Study (2005, unknown): “Furthermore, Peltier (2001) states that coaching does not carry the same stigma as counselling in the corporate arena.”
• Hidden in Plain Sight: The Active Ingredients of Executive Coaching (2009, unknown): “There are important differences between psychotherapy and executive coaching (Peltier, 2001).”
• The emergent ‘coaching industry’: a wake-up call for HRD professionals (2008, unknown): “…and personal goals, which is a key feature of business coaching, is also in part a feature of the executive coaching definitions of Kilburg (2000), Peltier (2001), Hall, Otazo and Hollenbeck (1999) and Dingman (2006), and the professional coaching definitions of Grant (2006) and the ICF (2007a).”
• DEVELOPMENTAL COACHING FOR HIGH SCHOOL TEACHERS: EXECUTIVE COACHING GOES TO SCHOOL (2010, unknown): “Although the theoretical frameworks used in developmental coaching vary considerably, ranging from behavioral and cognitive, to psychodynamic and the solution-focused (Peltier, 2001), underpinning all coaching is a common set of principles (McKenna & Davis, 2009).”
• EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, unknown): “They may retrain as psychologists, psychotherapists, or sports coaches (Peltier, 2001), bringing influences as far apart as the GROW model, solution-focused brief therapy, and personcentered counseling (de Haan & Burger, 2005).”
• Challenges for the Theory and Practice of Business Coaching (2016, unknown): “In this approach, theories from the area of persuasive communication are beginning to emerge as options for coaching practice and research (Peltier, 2001; Wrench et al., 2008).”
• Executive coaching enhances goal attainment, resilience and workplace well-being: a randomised controlled study (2009, unknown): “Central aspects of executive coaching Although the theoretical frameworks used in executive coaching vary considerably, ranging from the cognitive through to psychodynamic and the solution-focused (see Peltier, 2001), there are a common set of principles underpinning the executive coaching process.”
• Creating Transformational Executive Education Programs (2007, unknown): “…tradition has become an accepted way of helping executives in their growth and development, for example, in executive coaching (Kilburg, 2000; Peltier, 2001, Levinson, 2007) In line with this, years of working with senior managers have made us realize that signing up for a group seminar…”
• Executive Coaching: Towards a Dynamic Alliance of Psychotherapy and Transformative Learning Processes (2006, unknown): “As Peltier (2001) points out, coaches from non-therapeutic backgrounds (which includes transformative learning coaches) may not always be members of professional associations that possess a written ethical code.”
• Executive Coaching: A Review and Agenda for Future Research (2005, unknown): “This approach is based on the premise from cognitive psychology that people can learn to notice and change their own thoughts (Peltier, 2001).”
• An integrative model for executive coaching. (2007, unknown): “A limited amount of work has been done to translate these counseling models to coaching (Neenan, 2006; Neenan & Dryden, 2001; Peltier, 2001), and these offer an excellent starting examples for the executive coach.”