What Works in Executive Coaching : Understanding Outcomes Through Quantitative Research and Practice-Based Evidence

Cover -- Half Title -- Title -- Copyright -- Dedication -- Contents -- Highlights of the book -- Introduction -- An interlude before Chapter 1 -- 1 Does executive coaching work? Is coaching worth the effort? -- Part A: some controversies -- Controversy 1: how universal and generalisable are the results? -- Controversy 2: choice-supportive biases skewing the results towards false positives -- Controversy 3: if the same people are asked to measure all variables, biases will result -- Controversy 4: the Hawthorne effect -- Controversy 5: realistic settings do not satisfy lab research conditions -- Controversy 6: the diminishing power of statistical tests on the same data -- Controversy 7: nonattendance of participants in coaching and in research -- Controversy 8: nonrepresentative samples -- Controversy 9: coaching is not very sharply defined -- Part B: how to establish whether coaching works -- Part C: overview of outcomes of coaching research with randomised control groups -- 1 Randomised controlled experiments in health coaching -- 2 Randomised controlled experiments in workplace coaching -- 3 Limitations of past research -- Part D: what it means for coaching practice -- An interlude before Chapter 2 -- 2 What works in executive coaching? What makes coaching really worthwhile? -- Part A: some controversies -- Controversy 1: what to do with studies of a different standard than RCTs -- Controversy 2: the technique versus common-factors debate -- Controversy 3: difficult to compare different studies when they use different constructs -- Controversy 4: where does 'technique' end and do 'common factors' begin? -- Part B: how to establish the 'active ingredients' -- Part C: overview of more evidence with an eye for possible active ingredients of coaching -- 1 Overview of coaching outcome research I: evaluation or field studies.