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Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions

It has been more than 40 years since Eden and Leviathan (1975) demonstrated how Implicit Leadership Theories (ILTs) guide raters' sense-making processes when completing leadership questionnaires....

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Coaching in a non-clinical setting with coachees who access mental health services

This paper presents the findings from the study of a unique coaching situation. Coachees currently accessing mental health services and members of Converge (see below) were paired with undergraduate coaching students for time-limited coaching. Participants took part in semi-structured interviews....

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Using a blended style of coaching

This research focused on the coaching practices of internal coaches in a multimedia organisation. Survey questions were sent to 135 clients who had completed the ‘Coaching Programme’ since its inception....

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Do we need alliance factor definitions unique to coaching? Clients' operational definitions of research-based definitions

Vague definitional descriptors of the Coaching Alliance Common Factor measurement threaten construct validity in coaching research. Further, differing coach and client perceptions of the helping relationship, and coaching and therapeutic client dissimilarities compound the risk....

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Exploring the evolution of coaching through the lens of innovation

In this paper, we examine coaching’s innovativeness through a comparison of its approaches and methods with those of more established helping professions. Using extant literature, we consider the nature of innovation before going on to examine coaching’s core beliefs and values, theoretical paradigms, and its goals, techniques, and methods....

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From coach to coach supervisor a shift in mind-set

Coaching supervision is a relatively recent development, but already competency frameworks and content and process models exist. What does not yet exist is an articulation of coach supervisors’ attitudes, and how these drive delivery and influence how relationships are managed....

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Peer coaching as a strategy to increase learning and development in organisational life a perspective

This article draws on the researcher’s collective research and experience in using peer coaching as a strategy to improve professional and performance learning over the past 20+ years. This work has influenced training approaches to learning in the health industry as well as in corporate leadership training....

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Introduction to Vol 15, No 1 IJEBCM

IJEBCM Introduction to Vol 15, No 1

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Career conversations in coaching: the contribution that career theory can make to coaching practice

This paper responds to calls for an increased evidence base for coaching practice by exploring the contribution that career research and theory could make to this field. The paper summarises three small-scale studies focusing on career change undertaken by post-graduate students enrolled on an MSc in Career Coaching at a university in London....

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The warmness seed: long-term fruits of coaching

This study addresses three coach behaviours’ effects (warmness behaviour (WB); stimulating action (SA) and planning and structuring activities (PSA)) in two dimensions of coaching outcomes (coachee’s performance (CP) and the quality of the coach–coachee relationship (QCCR))....

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