Executive Coaching

By Ruth L. Orenstein. 2002

157 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d709cd551942aa16d458fcf1d190357357e063fe

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In Applied Psychology

In Developmental and Educational Psychology

In Social Psychology

Citations in the corpus

Creating Transformational Executive Education Programs (2007, background): “They also need to be helped to recognize their irrational behaviors that may lead to negative reactions from people around (Levinson, 2007).”
Executive Coaching: A Review and Agenda for Future Research (2005, background): “This perspective views an understanding of leadership, business disciplines, management principles, and organizational politics as the critical core competency of executive coaches (Kampa-Kokesch & Anderson, 2001; Levinson, 1996; Saporito, 1996; Tobias, 1996).”
Leadership development:: A review in context (2000, background): “Research has shown that some peer relationships can span an entire 20- or 30-year career (Kram & Isabella, 1985), as compared with a typical mentoring relationship that lasts between three and six years (Kram, 1985), or an executive coaching relationship that generally lasts around six months (Levin”
The coach-coachee relationship in executive coaching: A field study (2009, background): “forms of therapy (Levinson, 1996); (4) in executive coaching, the organization is almost always the paying client, which automatically creates a connection of responsibility between the coach and the organization (Kilburg, 2002), and this particularity can lead coachees to less self-revelation than ”
Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours (2006, background): “…empirical base (see Hamlin, 2001, 2002a; Hamlin and Stewart, 1998; Mumford, 1997), so too have similar criticisms been levelled at most current coaching practice (Grant, 2003; Grant and Cavanagh, 2004; Grant and Zackon, 2004; KampaKokesch and Anderson, 2002; Kilburg, 1996, 2004; Lowman, 2005).”
Toward a Profession of Coaching: Sixty-Five Years of Progress and Challenges for the Future (2004, unknown): “…(e.g., Hart, Blattner, & Leipsic, 2001; Sperry, 1993), the credentials, competencies and roles of coaches (e.g., Brotman et al., 1998; Witherspoon & White, 1996), definitions of coaching (e.g., Kilburg, 1996; Levinson, 1996), and techniques and methodologies (e.g., Kilburg, 1997; Peterson, 1996).”
The impact of executive coaching and 360 feedback on leadership effectiveness (2002, background): “Received: November 2001 Accepted: January 2002 some experts who recommend that executive coaching should not enter too far into the realm of psychology due to time restrictions and the fast-paced result-orientation of business (Judge and Cowell, 1997; Levinson, 1996; Synder, 1995).”
CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY (2003, methodology): “, multimodal therapy, psychodynamic theory or {^chotherapy, eye movement desensitization and reprocessing), and rely on case studies or vignettes as illustrations or sources of evidence (Foster & Lendl, 1996; Kilburg, 1996, 1997; Laske, 1999; Levinson, 1996; Richard, 1999; Rotenberg, 2000, Speny, 19”
An integrative model for executive coaching. (2007, background): “This view is widely shared by writers (Levinson, 1996; Popper & Lipshitz, 1992; Thach & Heinselman, 1999).”