Leadership group coaching in action: The Zen of creating high performance teams

By M. K. D. Vries. 2005

197 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5675b45cef4d2c6e75cc64fe5aa57d270b954ea7

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In Applied Psychology

In Clinical Psychology

In Social Psychology

Citations in the corpus

Core Implementation Components (2009, background): “Most skills needed by successful practitioners can be introduced in training but really are learned on the job with the help of a coach (de Vries & Manfred, 2005; Joyce & Showers, 2002; Schoenwald, Sheidow, & Letourneau, 2004; Sholomskas et al., 2005; Visscher, Wild, Smith, & Newton, 2003).”
Leadership and spirituality (2006, background): “Manfred Kets de Vries also saw similarities between leadership coaching and psychotherapy (Kets de Vries, 2005, pp. 61-76) and advocated that there were benefits of leadership coaching in a group setting, because he claims that durable changes in leadership behavior are more likely to occur.”
Managerial coaching: challenges, opportunities and training (2013, background): “…coaches is one-on-one coaching, group coaching is increasing in popularity, partly because of a recognition that group coaching can be a powerful complement to one-on-one coaching (Brown and Grant 2010), and partly because of the benefits associated with coaching teams (Kets de Vries 2005).”
Trust Development in Swift Starting Action Teams (2012, background): “Individual members with high levels of trust have a better understanding of one another; thus, it may be easier to provide more coaching and feedback to members (Kets de Vries, 2005).”
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005, background): “Some (Hart, Blattner, & Leipsic, 2000; Hodgetts, 2002; Kets de Vries, 2005) divided the coaching approach into two: therapy and coaching; others (Bacon & Spear, 2003) preferred the term, the coach as a director and the coach as a psych-therapist.”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, background): “Hodgetts, 2002; Kets de Vries, 2005) have divided the coaching approach into two: therapy and coaching, and others (Bacon & Spear, 2003) have preferred the term, the coach as director and the coach as psych-therapist.”
From GROW to GROUP: theoretical issues and a practical model for group coaching in organisations (2010, background): “Kets de Vries (2005) takes a purposefully holistic perspective in his work with leadership groups and teams.”