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Future research should employ actual coaching clients or, if volunteers are used, at least define better who the clients are. Future researchers need to consider whether coaching is effective in achieving more targeted outcomes (e.g., improved conflict resolution skills) as well as more generic ones.
Our meta-analysis aims to synthesize extant psychologically informed coaching research evidence (e.g. cognitive behavioral approaches) to elicit better understanding of potential mechanisms to contribute to the development of work-applied management.
22 cze 2023 · The following five factors have been identified by one paper each: consistent use of multiple types of coaching across and at all levels; clear communication of the benefits of coaching; alignment with organisational values (Milner et al., Citation 2020); the purpose of the coaching programme needs to be aligned to strategy (Lawrence, Citation ...
We focus on seven promising areas in the current workplace coaching literature that emerged by the synthesis of 117 empirical studies: self-efficacy, coaching motivation, goal orientation, trust, interpersonal attraction, feedback intervention, and supervisory support.
1 gru 2021 · The scientific literature provides examples of how coaching specialists, i.e., personal coaches of corporate incubators, facilitate improving entrepreneurial knowledge by supporting the employees throughout the stages of the open innovation process: from establishing an open innovation flow to commercializing a new product or technology [30 ...
8 lip 2024 · Gallup’s expansive analysis across multiple industries corroborates the importance of employee engagement, associating higher engagement levels with a 13% increase in retention, a 5% boost in productivity, a 52% rise in customer satisfaction, and a notable 44% growth in profitability (Harter et al., 2002).
Our meta-analysis supports the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria Our findings indicate that coaching was more effective when conducted by internal coaches and when multi-source feedback was excluded
