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What Can We Know about the Effectiveness of Coaching? A Meta-Analysis Based Only on Randomized Controlled Trials

Academy of Management learning & education, 2023-12, Vol.22 (4), p.641-661

2023

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Executive Coaching Outcome Research in a Field Setting: A Near-Randomized Controlled Trial Study in a Global Healthcare Corporation

Academy of Management learning & education, 2019-12, Vol.18 (4), p.581-605

2019

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The case against coaching

Coaching psychologist, 2021-06, Vol.17 (1), p.7-13

Haan, Erik de

2021

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Practise humility in coaching ethics

Coaching psychologist, 2022-06, Vol.18 (1), p.19-29

2022

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A Systematic Review of Qualitative Studies in Workplace and Executive Coaching: The Emergence of a Body of Research

Consulting psychology journal, 2019-12, Vol.71 (4), p.227-248

2019

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SUPERVISION FOR ORGANIZATION CONSULTANTS AND THE ORGANIZATIONS THEY WORK WITH

Consulting psychology journal, 2021-09, Vol.73 (3), p.214-228

2021

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EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY

Consulting psychology journal, 2013-03, Vol.65 (1), p.40-57

2013

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In conversation with Professor Erik de Haan

Coaching psychologist, 2020-06, Vol.16 (1), p.4-10

2020

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NEW FINDINGS ON THE EFFECTIVENESS OF THE COACHING RELATIONSHIP: TIME TO THINK DIFFERENTLY ABOUT ACTIVE INGREDIENTS?

Consulting psychology journal, 2020-09, Vol.72 (3), p.155-167

2020

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Large-scale survey of trust and safety in coaching supervision: Some evidence that we are doing it right

International coaching psychology review, 2017-03, Vol.12 (1), p.37-48

de Haan, Erik

2017

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EVALUATING COACHING BEHAVIOR IN MANAGERS, CONSULTANTS, AND COACHES: A MODEL, QUESTIONNAIRE, AND INITIAL FINDINGS

Consulting psychology journal, 2017-12, Vol.69 (4), p.315-333

2017

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Action Learning in Practice: How Do Participants Learn?

Consulting psychology journal, 2006, Vol.58 (4), p.216-231

2006

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A LARGE-SCALE STUDY OF EXECUTIVE AND WORKPLACE COACHING: THE RELATIVE CONTRIBUTIONS OF RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY

Consulting psychology journal, 2016-09, Vol.68 (3), p.189-207

2016

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CRITICAL MOMENTS IN A COACHING CASE STUDY: ILLUSTRATION OF A PROCESS RESEARCH MODEL

Consulting psychology journal, 2012-09, Vol.64 (3), p.198-224

2012

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I DOUBT THEREFORE I COACH: CRITICAL MOMENTS IN COACHING PRACTICE

Consulting psychology journal, 2008-03, Vol.60 (1), p.91-105

2008

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Back to basics III: On inquiry, the groundwork of coaching and consulting

International coaching psychology review, 2014-03, Vol.9 (1), p.81-91

de Haan, Erik

2014

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I STRUGGLE AND EMERGE: CRITICAL MOMENTS OF EXPERIENCED COACHES

Consulting psychology journal, 2008-03, Vol.60 (1), p.106-131

2008

Volltextzugriff (PDF)

Back to basics II: How the research on attachment and reflective-self function is relevant for coaches and consultants today

International coaching psychology review, 2012-09, Vol.7 (2), p.194-209

de Haan, Erik

2012

Volltextzugriff (PDF)

Back to basics II: How the research on attachment

International coaching psychology review, 2012-01, Vol.7 (2), p.194-209

de Haan, Erik

2012

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Back to basics: How the discovery of transference is relevant for coaches and consultants today

International coaching psychology review, 2011-09, Vol.6 (2), p.180-193

de Haan, Erik

2011

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Differences between critical moments for clients, coaches, and sponsors of coaching

International coaching psychology review, 2015-03, Vol.10 (1), p.38-61

2015

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Clients' Critical Moments of Coaching: Toward a “Client Model” of Executive Coaching

Academy of Management learning & education, 2010-12, Vol.9 (4), p.607-621

2010

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Critical moments of clients and coaches: A direct-comparison study

International coaching psychology review, 2010-09, Vol.5 (2), p.109-128

2010

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COACHING BEGINS AT HELLO

Training Journal, 2019-10, p.29-31

de Haan, Erik

2019

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Clients' Critical Moments of Coaching: Toward a "Client Model" of Executive Coaching

Academy of Management learning & education, 2010-12, Vol.9 (4), p.607-621

2010

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What Can We Know about the Effectiveness of Coaching? A Meta-Analysis Based Only on Randomized Controlled Trials

Executive Coaching Outcome Research in a Field Setting: A Near-Randomized Controlled Trial Study in a Global Healthcare Corporation

The case against coaching

Practise humility in coaching ethics

A Systematic Review of Qualitative Studies in Workplace and Executive Coaching: The Emergence of a Body of Research

SUPERVISION FOR ORGANIZATION CONSULTANTS AND THE ORGANIZATIONS THEY WORK WITH

EXECUTIVE COACHING OUTCOME RESEARCH: THE CONTRIBUTION OF COMMON FACTORS SUCH AS RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY

In conversation with Professor Erik de Haan

NEW FINDINGS ON THE EFFECTIVENESS OF THE COACHING RELATIONSHIP: TIME TO THINK DIFFERENTLY ABOUT ACTIVE INGREDIENTS?

Large-scale survey of trust and safety in coaching supervision: Some evidence that we are doing it right

EVALUATING COACHING BEHAVIOR IN MANAGERS, CONSULTANTS, AND COACHES: A MODEL, QUESTIONNAIRE, AND INITIAL FINDINGS

Action Learning in Practice: How Do Participants Learn?

A LARGE-SCALE STUDY OF EXECUTIVE AND WORKPLACE COACHING: THE RELATIVE CONTRIBUTIONS OF RELATIONSHIP, PERSONALITY MATCH, AND SELF-EFFICACY

CRITICAL MOMENTS IN A COACHING CASE STUDY: ILLUSTRATION OF A PROCESS RESEARCH MODEL

I DOUBT THEREFORE I COACH: CRITICAL MOMENTS IN COACHING PRACTICE

Back to basics III: On inquiry, the groundwork of coaching and consulting

I STRUGGLE AND EMERGE: CRITICAL MOMENTS OF EXPERIENCED COACHES

Back to basics II: How the research on attachment and reflective-self function is relevant for coaches and consultants today

Back to basics II: How the research on attachment

Back to basics: How the discovery of transference is relevant for coaches and consultants today

Differences between critical moments for clients, coaches, and sponsors of coaching

Clients' Critical Moments of Coaching: Toward a “Client Model” of Executive Coaching

Critical moments of clients and coaches: A direct-comparison study

COACHING BEGINS AT HELLO

Clients' Critical Moments of Coaching: Toward a "Client Model" of Executive Coaching

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