Facilitating intervention adherence in executive coaching: A model and methods.

By R. Kilburg. 2001

128 citations recorded by the source corpus.

Subfields: Applied Psychology, Education, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e6a77b03703717b885b473efad7e888705ec307b

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Citations in the corpus

Challenges for the Theory and Practice of Business Coaching (2016, background): “…of business coaching is considerably more advanced than the depth of research, there have been calls to direct more effort towards critically analysing both the concepts and practices of business coaching (Diedrich & Kilburg, 2001) and the development of more theory based research (Stone, 2007).”
The coach-coachee relationship in executive coaching: A field study (2009, background): “Numerous authors have suggested that a good working relationship constitutes an essential condition for the success of executive coaching (Kampa & White, 2002; Kampa-Kokesch & Anderson, 2001; Kilburg, 2001; Lowman, 2005).”
Executive Coaching: A Review and Agenda for Future Research (2005, background): “However, other authors have emphasized the importance of coaches being knowledgeable about the business context in which executives operate (Diedrich & Kilburg, 2001).”
Toward a Profession of Coaching: Sixty-Five Years of Progress and Challenges for the Future (2004, background): “Delgado (1999) discussed ontological approaches, Orenstein (2000) presented an integrative model, and the work of Kilburg (1996; 1997; 2001) focused on psychodynamic and systems approaches, as did Sperry (1997), Tobias (1996), O’ Neill (2000) and Rotenberg (2000).”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “In addition, some authors have stated that a certain number of sessions seem to be necessary to establish a working alliance between the coach and the coachee, which favors the success of the coaching process (Kilburg, 2001; Kampa-Kokesch and Anderson, 2001; Lowman, 2005).”
A critical review of executive coaching research: a decade of progress and what's to come (2011, background): “Numerous authors have tried to identify the critical attributes of the effective coach (Hall, Otazo, & Hollenbeck, 1999; Kilburg, 1996, 2001).”
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005, background): “This shows that little empirical research has been conducted on this practice (Kampa-Kokesch & Anderson, 2001; Kilburg, 1996, 1997, 2001; Orenstein, 2002; Sherman & Freas, 2004), even if there are a number of case studies portraying successful instances of executive coaching (e.g., Diedrich, 1996;…”
The Efficacy of Executive Coaching in Times of Organisational Change (2014, background): “The four questions were: How confident are you that you can exercise leadership successfully by: (1) Setting a clear direction for teamwork in order to reach organisational goals?”
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).”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, background): “Research on Manager-as-Coach In spite of its popularity, there has been a lack of theoretical or empirical research on manager-ascoach (Ellinger et al., 2003; Kilburg, 1996, 2001; McLean & Kuo, 2000).”
Employee coaching relationships: enhancing construct clarity and measurement (2010, background): “Similarly, Kilburg ( 2001 ) notes the importance of mutual respect, empathy, authenticity and genuineness for an effective relationship, while Ting and Riddle ( 2006 ) list rapport, commitment, and collaboration as key to an effective coaching relationship.”
Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program (2010, background): “Encouraging and sustaining individual commitment is considered essential to coaching effectiveness ensuring the difficult tasks and necessary discussions are completed (Kilburg, 2001, Gregory, et al., 2008, Peterson & Miller, 2005).”