This book reviews the full coaching outcome research literature to examine the arguments and evidence behind the use of executive coaching. Erik de Haan presents the definitive guide to what works in coaching and what changes coaching brings about, both for individual coaches and for organisations and commissioners.
Accessibly written and based on contemporary quantitative research into coaching effectiveness, this book considers whether we know that coaching works, and, if so, whom it works for, and what it offers to those involved. What Works in Executive Coaching considers the entire body of academic literature on quantitative research in executive and workplace coaching, assessing the significant results and explaining how to apply them. Each chapter contains direct applications to coaching practice and clearly evaluates the evidence, defining what really works in executive coaching.
Alongside its companion volume Critical Moments in Executive Coaching, this book is an essential guide to evidence-based effectiveness in coaching. It will be a key text for all coaching practitioners, including those in training.
Autorentext
Erik de Haan studied Theoretical Physics and undertook his PhD in Psychophysics. He is Director of the Ashridge Centre for Coaching at Hult International Business School, UK, and Professor of Organisation Development at the VU University in Amsterdam, the Netherlands. He is the programme leader of Ashridge's MSc in Executive Coaching and PG Diploma in Organisational Supervision. He has published more than 200 professional and research articles and 14 books, covering his expertise as an organisational consultant, therapist, and executive coach.
Inhalt
Introduction
Chapter 1: Does executive coaching work? Is coaching worth the effort?
Chapter 2: What works in executive coaching? What makes coaching really worthwhile?
Chapter 3: The coaching relationship as 'best predictor'? How does the working alliance help to achieve outcomes?
Chapter 4: Which outcomes does coaching actually deliver? What does executive coaching work on?
Chapter 5: What perceptual biases may be at play? Can we trust a coach's perceptions of coaching?
Chapter 6: What about negative side effects of coaching? Are there risks? Can coaching do harm?
References
Subject Index
Author Index