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The aim of this research was to investigate how leaders experience the concept of resilience and what effect coaching might have. This study interviewed both leaders and coaches using a grounded theory methodology. The findings are published in the International Coaching Psychology Review.
Tatiana explored investigating factors contributing to the phenomenon of self-deception in coaches. The analysis allowed developing a model of self-deception in coaches and explored implications of the findings for coaches, coaching supervisors and other practitioners engaged in the development of individuals in organisations. The article is published in Coaching: An International Journal of Theory, Research and Practice.
This is a study about intersubjective identity work and sensemaking of adult learners on a postgraduate coaching course. It explores the process of finding the balance in a world of dynamic complexity. The study is published in Management Learning
Ioanna conducted a critical analysis of the role of personal, professional, and cultural values in the development of an ethical coaching practice. Grounded on a critical comparison with the ethics literature in other relevant ‘helping’ professions this study provides the first systematic, evidence-based enquiry into some of the most fundamental issues concerning the ethical practice of coaching.
This study explores how the use of a specific mentoring model focusing on the evolution of the relationship between mentor and mentee, may influence the incidence of failure. The study has implications for the enhancement of mentor training and scheme coordination as well as contributing to the understanding of negative mentoring relationships.
Peter’s research looks at individual coaches in action in their natural working environment to discover the many ways in which the coach's practice is inseparable from the experience of 'being-in-the-world', in Heidegger's term. There are implications of findings for coaching practice, human communications, and the investigation of complex practices in general.
Adrian’s research is about making sense of the interaction between coach and coachee in a breadth of different types of coaching session. His findings suggest that coach and client construct together a sense of meaningful engagement that external coaches acting as observers might struggle to understand or consider helpful for the client.
This study aimed at the development and application of an instrument designed to identify differences and similarities across coaching approaches at the level of a specific coaching session. This tool makes possible a number of research projects, allows a clearer understanding of services typically provided by contracted coaches and assists in self-evaluation of professional and ‘on-the-job’ types of coaching. The article is published in the Human Resources Quarterly.
This topic is based upon Tina Salter’s DCaM studies with the team now examining mentees and coachees‘ shared experiences of these developmental interventions. The original study is published in the European Journal of Industrial Training.
This study aimed to develop appropriate measures and evaluate the long-term coaching programme run by London Deanery. The results of quantitative and qualitative analysis showed improvement in all chosen scales with a claim that coaching was a major contributor to these changes. The authors argued for a methodological approach to outcome research on coaching programmes that is aligned with the main principles and philosophy of coaching as a practice. The article is published in the International Coaching Psychology Review.
In this longitudinal research project Ioanna explored the educational role of coaching in the formative training of managers and leaders in the Business School. Coaching, as a developmental management and leadership tool, has been eschewed by undergraduate Business Education in the UK. This study looks at how incorporating the study and practice of coaching in Undergraduate Business School curricula can contribute towards the development of more people-oriented and, by extension, socially responsible managers and leaders.
This topic is based upon Judie’s doctoral studies and explores the role of formal and informal mentoring and other developmental relationships in the socialisation of expatriates, inpatriates and local managers.