Coaching for Performance

By D. Norman. 2006

483 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/607929b4142b777c9dcef7fefa290577ea91bc74

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In Applied Psychology

Citations in the corpus

Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context (2014, unknown): “Initially, most of the research on coaching was conducted within areas such as sports psychology (e.g. Gallwey, 1974; Whitmore, 1992) and clinical psychology (e.”
Mental Models in Project Management Coaching (2007, background): “We consider this a type of personal coaching that focuses on feelings (Whitmore, 2002; Whitworth et al., 1998) and on self-effi cacy (Bandura, 1997).”
Executive coaching enhances goal attainment, resilience and workplace well-being: a randomised controlled study (2009, methodology): “To enhance the goal directed nature of the coaching program, the GROW model (Whitmore, 1992) was used to structure each coaching session.”
Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success? (2014, background): “…makes sense in that the process of being coached requires that coachees engage in a reflective process, reflecting both in relation to their day-to-day activities related to the goal striving process (Vancouver & Putka, 2000) and during the actual coaching sessions themselves (Whitmore, 1992).”
Coaching with self-determination theory in mind: Using theory to advance evidence-based coaching practice (2011, methodology): “For example, the use of simple process models like the GoalReality-Options-Wrap up model (GROW; Whitmore, 1996) encourage coachees to take ownership of their behaviour change process by inviting them to set the agenda for each conversation.”
The Significance of Workplace Learning for Individuals, Groups and Organisations (2007, background): “He sees coaching as being of potentially very wide application in the workplace, and as an approach to management more than a specific development activity (Whitmore, 2002).”
Soft skills assessment: theory development and the research agenda (2014, background): “The social dimension here is very clear and central, as there is a recognition that either parties and stakeholders should be involved in goal setting or be taken into account (Whitmore, 2005).”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “change in order to encourage learning, goal achievement and, ultimately, performance improvement (Whitmore, 2002).”
An Integrated Model of Goal‐Focused Coaching (2012, background): “5 years) set personal goals and completed a 10- to 12-week, five-session, solution-focused cognitive-behavioural personal coaching programme using the GROW model* (Whitmore, 1992).”
The State of Play in Coaching Today: A Comprehensive Review of the Field (2010, background): “The central emphasis in process consulting is on facilitating the self-directed learning and growth of the client, and this emphasis is echoed in the majority of coaching philosophies (Whitmore, 1992).”
A Quasi-experimental Study on Management Coaching Effectiveness (2006, background): “The coaches’ point of departure was Whitmore’s GROW model (2003). In this model, “G” stands for goal setting: the coach helps clarify and concretize the manager’s goals; “R” stands for reality: the coach helps the manager focus on setting individual goals that can be materialized; “O” stands for opt”
Personal coaching: A model for effective learning (2012, background): “Experience-based coaching theory (Evered & Selman, 1989; Whitmore, 2002; Whitworth et al., 1998) and empirical studies arising from organisational learning, business and psychological contexts ( Bono et al.”