Behavioural indicators of ineffective managerial coaching: a cross-national study.

By Andrea D. Ellinger, R. Hamlin, R. Beattie. 2008

128 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5393e995bc2145e743dc564ac9c9b3db1748b6d0

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. Sewon Kim
2. Marcia S. Hagen
3. Andrea D. Ellinger
4. Liisa Mäkelä
5. R. Beattie
6. Riitta Viitala
7. R. Hamlin
8. Jussi Tanskanen

In Clinical Psychology

1. R. Beattie
2. R. Hamlin
3. Andrea D. Ellinger
4. T. Egan

In Organizational Behavior and Human Resource Management

1. Marcia S. Hagen
2. Sewon Kim
3. Liisa Mäkelä
4. Jussi Tanskanen
5. R. Beattie
6. R. Hamlin
7. T. Egan
8. Riitta Viitala

Citations in the corpus

• Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, background): “…attain their goals, to improve performance, and to develop competencies, and to strengthen self-directed behaviour, and to understand the broader goals of the organization (Bond and Seneque 2013; Ellinger et al. 2003, 2008), provides an alternative lens on leadership and performance (Wheeler 2011).”
• Managerial Coaching (2014, background): “Indeed, Hamlin et al. (2006) concluded from their study that “truly effective managers and managerial leaders are those who embed effective coaching into the heart of their management practice” (p.”