Evaluating leadership coaching: A review and integrated framework

By Katherine Ely, Lisa A. Boyce, Johnathan Nelson, Stephen J. Zaccaro, Gina Hernez-Broome, Wynne Whyman. 2010

300 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6ec13bf575b748448c479725ec9f8a67887758d0

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Citations in the corpus

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? (2018, methodology): “…papers that have sought to survey the research and practice of coaching (e.g. Jones, Woods, & Guillaume, 2016; Grover & Furnham, 2016; Theeboom, Beersma & van Vianen, 2014; Segers, Vloeberghs, Henderickx & Inceoglu, 2011; Ely et al., 2010; Feldman & Lankau, 2005; Kampa-Kokesch & Anderson, 2001).”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, background): “Thus a need exists to understand and improve client-coach relationshipsWhile not one of the 49 studies included in Ely et al. 's (2010)”
Challenges for the Theory and Practice of Business Coaching (2016, background): “This diversity of theoretical approaches reflects the larger field where ideas range from broad philosophies, such as humanistic psychology (Eggers & Clark, 2000), through to very specific concepts such as leadership, which are connected to multiple theories (Ely et al., 2010), to possible links to ”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “For current managers, training and leadership coaching also would be a feasible strategy, both to develop empowering leadership skills and to motivate their use (Ely et al., 2010).”
The power of coaching: a meta-analytic investigation (2015, background): “The idea that coaching is essentially a matter of input-process-output is neither new nor creative – indeed, Ely et al. (2010) reviewed the coaching literature and have identified many of these same concepts.”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “Leadership coaching has been presented as a promising leadership development practice (Day, 2000; Ely et al., 2010) and has become a widely used intervention for leadership development (Bono, Purvanova, Towler, & Peterson, 2009; Feldman & Lankau, rd), susann.gjerde@umb.no (S. Gjerde).”
Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study (2019, background): “One of the options is to develop engaging leaders by means of leadership coaching (Ely et al., 2010).”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, methodology): “The terms executive coaching, leadership coaching, business coaching and workplace coaching are often used interchangeably (e.g., Blackman, Moscardo, & Gray, 2016; Ely et al., 2010; Theeboom, Beersma, & Van Vianen, 2014).”
The Working Alliance in Coaching (2015, background): “Coaching research is still in its infancy (Ely et al., 2010), often struggling with a missing theoretical foundation and with methodological limitations (Passmore & FilleryTravis, 2011).”
Engaging leadership in the job demands-resources model (2015, unknown): “This can be done by leadership development programs (Shuck and Herd, 2012), leadership coaching (Ely et al., 2010), or by leadership workshops, which rely often on the principles of goal setting (Segers et al.”