Coaching for performance : growing people, performance and purpose

By J. Whitmore. 2002

286 citations recorded by the source corpus.

How researchers see this paper

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

From GROW to GROUP: theoretical issues and a practical model for group coaching in organisations (2010, methodology): “…dyadic coaching to make a transition to group coaching, in Part II of this paper we present a practical group coaching methodology that combines the popular GROW (Goal, Reality, Options, Way forward) model of coaching (Whitmore, 2002), with Scharma’s (2007) ‘U Process’ framework for group dialogue.”
The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, methodology): “The theoretical and empirical foundations of coaching at this time ranged from the psychologically sophisticated, but not very practical (e.g. Zeus & Skiffington, 2000), through to approaches that combined highly practical models such as GROW3 with some aspects of EI and transpersonal psychology (e.”
The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, methodology): “Whitmore (2003) argues that coaching effectiveness could be limited by organizational and behavioral barriers.”
An integrative model for executive coaching. (2007, methodology): “The model initially developed by Alexander (Alexander & Renshaw, 2005) has been popularized by many coaching writers, most notably Whitmore (2002), as well as being used in many of the multinational corporations as their in-house coaching model.”