Access the full text.
Sign up today, get DeepDyve free for 14 days.
Douglas Riddle, Natalie Pothier (2012)What Clients Want: Coaching in Organizational Context
A. Ryan, S. Brutus, G. Greguras, M. Hakel (2000)Receptivity to assessment‐based feedback for management development
Journal of Management Development, 19
C. Gegner (1997)Coaching: Theory and Practice
M. Griffin, A. Neal, S. Parker (2007)A new model of work role performance: Positive behavior in uncertain and interdependent contexts
Academy of Management Journal, 50
G. Lim, A. Chan (2003)Individual and situational correlates of motivation for skills upgrading: an empirical study
Human Resource Development International, 6
O. Laske (1999)An integrated model of developmental coaching.
Consulting Psychology Journal: Practice and Research, 51
Sandra Fisher, J. Ford (1998)DIFFERENTIAL EFFECTS OF LEARNER EFFORT AND GOAL ORIENTATION ON TWO LEARNING OUTCOMES
Personnel Psychology, 51
L.S. Aiken, S.G. WestMultiple Regression: Testing and Interpreting Interactions
Gordon Spence (2006)New directions in the psychology of coaching: The integration of mindfulness training into evidence-based coaching practice
J. JarvisCoaching and Buying Coaching Services
Michelle Tuckey, N. Brewer, Paul Williamson (2002)The influence of motives and goal orientation on feedback seeking.
Journal of Occupational and Organizational Psychology, 75
J. Colquitt, Jeffrey LePine, R. Noe (2000)Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research.
The Journal of applied psychology, 85 5
M. Ducharme (2004)The Cognitive-Behavioral Approach to Executive Coaching.
Consulting Psychology Journal: Practice and Research, 56
Vernita Parker‐Wilkins (2006)Business impact of executive coaching: demonstrating monetary value
Industrial and Commercial Training, 38
F. Finn (2007)Leadership development through executive coaching: The effects on leaders' psychological states and transformational leadership behaviour
I. Berg, P. Szabó (2005)Brief Coaching for Lasting Solutions
D. Hall, Karen Otazo, G. Hollenbeck (1999)Behind closed doors: What really happens in executive coaching
Organizational Dynamics, 27
Scott Button, J. Mathieu, Dennis Zajac (1996)Goal Orientation in Organizational Research: A Conceptual and Empirical Foundation
Organizational Behavior and Human Decision Processes, 67
Dan Chiaburu, Sophia Marinova (2005)What predicts skill transfer? An exploratory study of goal orientation, training self-efficacy and organizational supports
International Journal of Training and Development, 9
J. Passmore, C. GibbesThe state of executive coaching research: what does the current literature tell us and what's next for coaching research
C. Dweck, E. Leggett (1988)A social-cognitive approach to motivation and personality
Psychological Review, 95
G. Yukl, Rubina Mahsud (2010)WHY FLEXIBLE AND ADAPTIVE LEADERSHIP IS ESSENTIAL
Consulting Psychology Journal: Practice and Research, 62
J. Greenhaus, S. Parasuraman, Wayne Wormley (1990)Effects of Race on Organizational Experiences, Job Performance Evaluations, and Career Outcomes
Academy of Management Journal, 33
R. Kaiser, R. Hogan, S. Craig (2008)Leadership and the fate of organizations.
The American psychologist, 63 2
J. Facteau, G. Dobbins, Joyce Russell, R. Ladd, Jeffrey Kudisch (1995)The influence of General Perceptions of the Training Environment on Pretraining Motivation and Perceived Training Transfer
Journal of Management, 21
J. Cohen, P. CohenApplied Multiple Regression/Correlation Analysis for Behavioral Science
C.R. Wanberg, L. Welsh, S. HezlettMentoring: a review and directions for future research
P. Aitken, H.J. MalcolmDeveloping Change Leaders‐The Principles and Practices of Change Leadership Development
D. Feldman, Melenie Lankau (2005)Executive Coaching: A Review and Agenda for Future Research
Journal of Management, 31
Renae Jones, A. Rafferty, M. Griffin (2006)The executive coaching trend: towards more flexible executives
Leadership & Organization Development Journal, 27
E.S. KappenbergA model of executive coaching: key factors in coaching success
M. London, James Smither (2002)Feedback orientation, feedback culture, and the longitudinal performance management process
Human Resource Management Review, 12
E. Haan, Vicki Culpin, J. Curd (2011)Executive coaching in practice: what determines helpfulness for clients of coaching?
Personnel Review, 40
James Smither, M. London, Raymond Flautt, Y. Vargas, Ivy Kucine (2003)CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY
Personnel Psychology, 56
S.A. Ennis, W.H. Hodgetts, J. Otto, L.R. Stern, M. Vitti, N. YahandaThe Executive Coaching Handbook: Principles and Guidelines for a Successful Coaching Partnership
Edward Hertenstein (2001)Goal Orientation and Practice Condition as Predictors of Training Results.
Human Resource Development Quarterly, 12
Fred Walumbwa, B. Avolio, Weichun Zhu (2008)HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS
Personnel Psychology, 61
M. Popper, R. Lipshitz (1992)Coaching on Leadership
Leadership & Organization Development Journal, 13
Lorna Stewart, Stephen Palmer, Helen Wilkin, M. Kerrin (2008)The Influence Of Character: Does Personality Impact Coaching Success?
International journal of evidence based coaching and mentoring, 6
C. Kirwan, D. Birchall (2006)Transfer of Learning from Management Development Programmes: Testing the Holton Model
Labor: Personnel Economics
B. Joo (2005)Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research
Human Resource Development Review, 4
W. Evers, A. Brouwers, W. Tomic (2006)A Quasi-experimental Study on Management Coaching Effectiveness
IEEE Transactions on Circuits and Systems I-regular Papers
S. AustraliaCoaching in Organizations‐Survey of Coaches
J. Guthrie, Catherine Schwoerer (1994)Individual and contextual influences on self-assessed training needs
Journal of Organizational Behavior, 15
R. Wood, A. Bandura (1989)Social Cognitive Theory of Organizational Management
Academy of Management Review, 14
CIPDLearning and Development: Annual Survey Report 2008
Carole Ames (1992)Classrooms: Goals, structures, and student motivation.
Journal of Educational Psychology, 84
J. StarmanThe Impact of Executive on Job Performance From the Perspective of Executive Women
A. Grant, Jane Greene (2003)Solution-Focused Coaching: Managing People in a Complex World
F. Yammarino, L. Atwater (1993)Understanding self‐perception accuracy: Implications for human resource management
Human Resource Management, 32
A. Grant, J. Franklin, P. Langford (2002)The Self-Reflection and Insight Scale: A new measure of private self-consciousness
Social Behavior and Personality, 30
Natalie Allen, John Meyer (1990)The measurement and antecedents of affective, continuance and normative commitment to the organization
Journal of occupational psychology, 63
C. GegnerCoaching: Theory and Practice. Management
F. Moen, Eleanor Allgood (2009)Coaching and the Effect on Self-Efficacy
Organization Development Journal, 27
J.L. Farr, D.A. Hofmann, K.L. RingenbachGoal orientation and action control theory: implications for industrial and organizational psychology
S. Natale, Thomas Diamante (2005)The Five Stages of Executive Coaching: Better Process Makes Better Practice
Journal of Business Ethics, 59
Rosanne Scriffignano (2009)Examining the influence of goal orientation on leaders' professional development during executive coaching engagements
Stephen Bowles, Christopher Cunningham, G. Rosa, J. Picano (2007)Coaching leaders in middle and executive management: goals, performance, buy‐in
Leadership & Organization Development Journal, 28
F. Moen, Ragnvald Kvalsund (2008)What Communications or Relational Factors Characterize the Method, Skills and Techniques of Executive Coaching?
The International Journal of Coaching in Organizations
V.G. BrockGrounded Theory of the Roots and Emergence of Coaching
Laura Paglis, S. Green (2002)Leadership self‐efficacy and managers' motivation for leading change
Journal of Organizational Behavior, 23
J. Tracey, Timothy Hinkin, S. Tannenbaum, J. Mathieu (1997)The influence of individual characteristics and the work environment on varying levels of training outcomes
Human Resource Development Quarterly, 12
F. Luthans, S. Peterson (2003)360-Degree feedback with systematic coaching: Empirical analysis suggests a winning combination
Human Resource Management, 42
S. Ashford (1986)Feedback-Seeking in Individual Adaptation: A Resource Perspective
Academy of Management Journal, 29
I. Brooks, Sarah Wright (2007)A survey of executive coaching practices in New Zealand.
International journal of evidence based coaching and mentoring, 5
D. Vandewalle (2003)A goal orientation model of feedback-seeking behavior
Human Resource Management Review, 13
Purpose – Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre‐training motivation, learning goal orientation, developmental self‐efficacy, self‐reported job performance improvement, self‐awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development. Design/methodology/approach – A non‐randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel. Findings – A significant interaction between learning goal orientation and pre‐training motivation on improvement in job self‐reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self‐reported job performance among coachees with low levels of pre‐training motivation. Finally, self‐efficacy demonstrates a positive relationship with job performance improvement. Originality/value – This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.
Journal of Management Development – Emerald Publishing
Published: Mar 15, 2013
Keywords: Israel; Management development; Senior management; Executive training; Coaching; Executive coaching; Learning‐goal orientation; Pre‐training motivation; Feedback receptivity; Developmental self‐efficacy
Access the full text.
Sign up today, get DeepDyve free for 14 days.