The coach-coachee relationship in executive coaching: A field study

By Louis Baron, Lucie Morin. 2009

274 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8519238cb321f3af53067b8dd466b93f8b1f62de

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In Applied Psychology

In Developmental and Educational Psychology

In Social Psychology

Citations in the corpus

EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY (2013, background): “(2010) and Baron and Morin (2009) regarding the coaching relationship, and those by Stewart et al. (2008) in the area of self-efficacy. We have not been able to confirm the findings in the area of personality matching by Scoular and Linley (2006). All our significant results have been from predictor”
A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. (2016, background): “This is consistent with previous research by Baron and Morin (2009), Boyce et al. (2010), and de Haan et al. (2013).”
The Working Alliance in Coaching (2015, methodology): “…carry out a detailed interaction analysis of 31 coaching processes (each consisting of three coaching sessions) to examine the Gessnitzer and Kauffeld 183 coach’s and client’s working alliance–forming behavior: the agreement on goals/tasks and bonding/appraisal statements (Baron & Morin, 2009).”
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”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “An extensive search in the PsycINFO database in January 2013 revealed only four studies of this kind: one by Boyce et al. (2010), two by Baron and Morin (2009, 2010), and one by Baron et al. (2011).”
The power of coaching: a meta-analytic investigation (2015, background): “Relationship forms the medium and context by which specific coaching inputs (e.g. feedback, challenging questions) are delivered (Baron & Morin, 2009; Horvath & Symonds, 1991).”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, unknown): “The relationship between the client and coach is one of the most essential processes of coaching, with numerous authors suggesting that an effective client-coach relationship results in successful coaching outcomes ( Baron and Morin, 2009”
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).”
The relationship between working alliance and client outcomes in coaching: A meta-analysis (2020, background): “Although theoretical interest was high early on (Kilburg, 1996; Wasylyshyn, 2003), quantitative investigations of the working alliance in coaching have been started only in recent years (for the first study on this topic, see Baron and Morin, 2009).”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “The results indicated that the relationship plays a role, mediating between the coaching received and the development of selfefficacy (Baron & Morin, 2009).”
Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “Compatibility of coach and client is expected to be an important influence factor for the perceived quality of the coaching relationship and coaching success (Baron & Morin, 2009; Boyce, Jackson, & Neal, 2004, Feldman & Lankau, 2005).”