A case study of executive coaching as a support mechanism during organizational growth and evolution

Consulting Psychology Journal

Volumn 57, Issue 1, 2005, Pages 41-56

  Schnell, Eugene R ^a,b  

^a JOHNS HOPKINS UNIVERSITY   (United States)

^b NONE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 16244416239     PISSN: 10659293     EISSN: None     Source Type: Journal    
DOI: 10.1037/1065-9293.57.1.41     Document Type: Article

References (7)

1. Daloz, L. A. (1986). Effective teaching and mentoring: Realizing the transformational power of adult development experiences. San Francisco: Jossey-Bass.
2. Fitzgerald, C. R., & Garvey Berger, J. (Eds.). (2002). Executive coaching: Practices & perspectives. Palo Alto, CA: Davies-Black.
3. Goldsmith, M., Lyons, L., Freas, A., & Wither-spoon, R. (Eds.). (2002). Coaching for leadership: How the world's greatest coaches help leaders learn. San Francisco: Jossey-Bass.
4. Greiner, L. E. (1998, May-June). Evolution and revolution as organizations grow. Harvard Business Review, 76, 55-64.
5. Kilburg, R. R. (2000). Executive coaching: Developing managerial wisdom in a world of chaos. Washington, DC: American Psychological Association.
6. Kilburg, R. R. (2002). Shadow consultation: A reflective approach for preventing practice disasters. Consulting Psychology Journal: Practice and Research, 54, 75-92.
7. McNamara, C. (1998, November-December). Founder's syndrome: How corporations suffer (and can recover). Nonprofit World, 16(6) 38-42.