Critical factors in executive coaching – the coaching relationship

By Peter Bluckert. 2005

134 citations recorded by the source corpus.

Subfields: Applied Psychology, Developmental and Educational Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/76c0739ec1ecdf47eb7e4a558a28cb8379c8f5df

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In Applied Psychology

In Developmental and Educational Psychology

In Social Psychology

Citations in the corpus

Managerial coaching: challenges, opportunities and training (2013, background): “Given that the relationship between coach and the coachee is not just a critical success factor but the critical success factor in coaching (Bluckert 2005), the existence of a strong relationship enhances the prospect of success.”
The relationship between working alliance and client outcomes in coaching: A meta-analysis (2020, background): “The current meta-analysis moves on to answer this question and examines the working alliance between client and coaches, which has been recognized as a key factor in coaching (e.g. Bluckert, 2005; O’Broin and Palmer, 2006).”
Exploring key aspects in the formation of coaching relationships: initial indicators from the perspective of the coachee and the coach (2010, background): “In the meantime, research studies tentatively indicating an association between the coaching relationship and coaching outcome (Baron & Morin, 2009 ; Dingman, 2004 ) are beginning to join those discussion papers suggesting the importance of the coaching relationship in the coaching process (Blucke”
The power of coaching: a meta-analytic investigation (2015, background): “In fact, some researchers argue that the quality of the coaching relationship represents ‘not just a critical success factor, but the critical success factor in successful coaching outcomes’ (Bluckert, 2005, p. 336).”
Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success? (2014, background): “…important one, as the extent to which coaching techniques and working alliance are complementary in influencing coaching outcomes has not been sufficiently explored to date, with many commentators highlighting the overarching importance of the working alliance (Baron & Morin, 2009; Bluckert, 2005).”
Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “A growing body of literature suggests a critical role of the coaching relationship for coaching success (e.g. Baron & Morin, 2009; Bluckert, 2005; De Haan, 2008; De Haan et al., 2012; O’Broin & Palmer, 2006, 2009, 2010).”