The Five Stages of Executive Coaching: Better Process Makes Better Practice
There remains a paucity of research investigating the efficacy of executive coaching. Ambiguity surrounds its definition, its methodology and outcomes. Despite this, the executive coaching remains a viable business proposition. Practitioners bring services to the business community offering services...
Authors: | ; |
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格式: | 電子 Article |
語言: | English |
Check availability: | HBZ Gateway |
Journals Online & Print: | |
Fernleihe: | Fernleihe für die Fachinformationsdienste |
出版: |
Springer Science + Business Media B. V
2005
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In: |
Journal of business ethics
Year: 2005, 卷: 59, 發布: 4, Pages: 361-374 |
Further subjects: | B
Leadership
B Business Ethics B Performance management B Executive coaching B 應變管理 |
在線閱讀: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
總結: | There remains a paucity of research investigating the efficacy of executive coaching. Ambiguity surrounds its definition, its methodology and outcomes. Despite this, the executive coaching remains a viable business proposition. Practitioners bring services to the business community offering services that transcend traditional performance management consultations establishing independent “performance-driven” relationships with executives. This paper examines the process of coaching suggesting that a better understanding of process will enhance practice efficacy and accelerates empirical investigations. In addition, ethical, confidential and legal issues require attention when planning to utilize an executive coach. All this implicates the need to better understand coaching – and how it typically operates. Case studies are provided in the examination of coaching consultations in Fortune 100 settings. |
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ISSN: | 1573-0697 |
Contains: | Enthalten in: Journal of business ethics
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Persistent identifiers: | DOI: 10.1007/s10551-005-0382-2 |