CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY

By James W. Smither, M. London, Raymond Flautt, Y. Vargas, Ivy Kucine. 2003

350 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/73e564aedb757e9a8f91ad80172eae516c337fce

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. Adam M. Grant
2. Rebecca J. Jones
3. Gil Bozer
4. Linley Curtayne
5. Geraldine Burton
6. Louis Baron
7. E. D. Haan
8. D. Gray

In Social Psychology

1. Adam M. Grant
2. Gil Bozer
3. Rebecca J. Jones
4. Frederick Anseel
5. M. London
6. B. Joo
7. E. D. Haan
8. A. C. Charles

Citations in the corpus

• The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “Further, as noted by Smither et al. (2003) very little research has examined the impact of coaching on behavior change and performance improvement.”
• The role of coachee characteristics in executive coaching for effective sustainability (2013, background): “The positive feelings of the coachee can be expressed as satisfaction with the coaching process and the coach (Smither et al., 2003) and increased self-awareness (Luthans and Peterson, 278 JMD 32,3”
• The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “These definitions differentiate themselves, to use the taxonomy of Sperry (2004), by their focus either on performance enhancement, skill development, or personal development.”
• Executive coaching enhances goal attainment, resilience and workplace well-being: a randomised controlled study (2009, result): “The finding that goal attainment was enhanced is consistent with past research into coaching (eg, Grant, 2003 ; Green et al, 2006 ; Gyllensten & Palmer, 2005 ; Smither, London, Flautt, Vargas, & Kucine, 2003 ).”
• DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS (2005, methodology): “Using a quasi-experimental design, Smither et al. (2003) found that managers who worked with an executive coach were more likely than other managers to set specific (rather than vague) goals, to solicit ideas for improvement from their supervisors, and to improve in terms of subsequent direct…”
• Executive coaching in practice: what determines helpfulness for clients of coaching? (2011, background): “, 2001; Thach, 2002), which do not make use of a control group, find very large effects (generally larger than those found in psychotherapy), whilst the three more rigorous articles discussed next (Ragins et al., 2000; Smither et al., 2003; and Evers et al., 2006) find only small effects, generally ”
• The coach-coachee relationship in executive coaching: A field study (2009, result): “In short, the results of the reported studies indicate that executive coaching in an organizational setting is positively and significantly linked to individual performance (McGovern et al., 2001; Olivero, Bane, & Kopelman, 1997; Smither et al., 2003), self-efficacy (Baron & Morin, 2007; Evers et al”