Executive Coaching: The Road to Dodoville Needs Paving With More Than Good Assumptions.

By R. Lowman. 2005

99 citations recorded by the source corpus.

Subfields: Applied Psychology, Education

View Paper: https://www.semanticscholar.org/paper/413fc80ff989843f3bfcdc594960cc4c07591914

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In Applied Psychology

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Citations in the corpus

The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching (2016, background): “Uncertainty about the specific nature of the work outcomes from coaching that might be expected (e.g., Bennett, 2006; Brotman, Liberi, & Wasylyshyn, 1998; Lowman, 2005) therefore remains unaddressed in the literature.”
Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours (2006, background): “…empirical base (see Hamlin, 2001, 2002a; Hamlin and Stewart, 1998; Mumford, 1997), so too have similar criticisms been levelled at most current coaching practice (Grant, 2003; Grant and Cavanagh, 2004; Grant and Zackon, 2004; KampaKokesch and Anderson, 2002; Kilburg, 1996, 2004; Lowman, 2005).”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “In addition, some authors have stated that a certain number of sessions seem to be necessary to establish a working alliance between the coach and the coachee, which favors the success of the coaching process (Kilburg, 2001; Kampa-Kokesch and Anderson, 2001; Lowman, 2005).”
Challenges for the Theory and Practice of Business Coaching (2016, background): “These studies do, however, offer insights into the process of coaching and it is possible to explore the links between characteristics of the coachee, coach and coaching process and differences in perceived outcomes (Kilburg, 2004; Lowman, 2005).”
The coach-coachee relationship in executive coaching: A field study (2009, background): “Numerous authors have suggested that a good working relationship constitutes an essential condition for the success of executive coaching (Kampa & White, 2002; Kampa-Kokesch & Anderson, 2001; Kilburg, 2001; Lowman, 2005).”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, background): “Establishing and maintaining trust is “critical to the success of a particular intervention” ( Lowman, 2005”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “It did not begin again until the 1990s and the work of writers such as Kilburg (1996, 2001, 2004a, 2004b), Diedrich (1996, 2004) and Lowman (2005) who returned to this theme of coaching as a force for organisational change.”