Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research

By B. Joo. 2005

371 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d98c9a3f00d9601b547e924608ba18860bb56c61

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Citations in the corpus

Challenges for the Theory and Practice of Business Coaching (2016, background): “While there have been many articles written about what coaching is, advocating for its adoption and describing how to coach, little critical, systematic, empirical research has been published about the effectiveness of business coaching for either the individual or the organisations they work for (J”
Evaluating leadership coaching: A review and integrated framework (2010, methodology): “The State of the Coaching Evaluation Literature In light of past coaching review articles which have generally presented a negative view of the state of coaching evaluation (Feldman & Lankau, 2005; Joo, 2005), our review suggests researchers and practitioners alike have made greater efforts to condu”
The power of coaching: a meta-analytic investigation (2015, background): “The coaching relationship is argued to be the primary explanatorymechanismundergirding the differential effectiveness of different coaching engagements (Hooijberg & Lane, 2009; Joo, 2005; Kowalski & Casper, 2007; McNally & Lukens, 2006), yet the specific interpersonal (e.”
Toward a Profession of Coaching? A Definitional Examination of ‘Coaching,’ ‘Organization Development,’ and ‘Human Resource Development’ (2009, positive): “Addressing Research Question 1 Using the results of the literature searches carried out by Grant (2001) and Joo (2005) from their respective studies into the ‘psychology of coaching’ and ‘executive coaching,’ a list of coaching definitions was collated.”
Why interpersonal dominance and affiliation matter: an interaction analysis of the coach-client relationship (2013, background): “A good interpersonal fit of coach and client is considered critical for the quality of the coaching relationship (Joo, 2005) and coaching success (Kilburg, 1996, 2001).”
Action Learning Research: A Systematic Review and Conceptual Framework (2009, methodology): “To facilitate discussion regarding the state of the current literature and possibilities for future action, HRD scholars have used modeling approaches and proposed conceptual frameworks in support of future research on their respective areas of investigation (Joo, 2005; Wanberg, Welsh, & Hezlett, 20”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, positive): “Another hallmark for leadership coaching is the strong focus on goal-directed interaction (e.g., Burke & Linley, 2007; Grant & Cavanagh, 2007; Joo, 2005; Spence & Oades, 2011; Sue-Chan, Wood, & Latham, 2010).”
The emergent ‘coaching industry’: a wake-up call for HRD professionals (2008, methodology): “Using the results of the literature searches carried out by Grant ( 2001 ) and Joo ( 2005 ) for their respective studies into the psychology of coaching and executive coaching, a list of coaching definitions was collated.”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, positive): “While Joo (2005, p. 480) provides an emphatic argument that matching coaches to clients “is critical in coaching effectiveness,” neither he nor the previously cited literature provides guidance towards what factors should enter the pairing decision.”
The manager as coach as a driver of organizational development (2010, background): “The MAC role is focussed on producing learning, behavioural change and growth (Baek-Kyoo, 2005) and requires a specific set of skills separate from measurement and appraisal.”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, methodology): “Executive coaching, especially in consulting approach, aims to help leaders adapt at new responsibilities, reduce destructive behav- 26 Organization Development Journal iors, enhance teamwork, align individuals to collective goals, and support organizational changes (Joo, 2005).”