Coaching in organization - bibliometric analysis (co-word and cluster analysis)

• Autorzy: Piwoni-Krzeszowska Estera , Dębicka Dominika

Identyfikatory

DOI

10.29119/1641-3466.2024.200.26

• Języki publikacji: EN

Abstrakty

EN

Purpose: The article aims to identify the current state of knowledge about coaching in organizations by conducting a bibliometric analysis of publications in this area. Design/methodology/approach: In the article, a partial bibliometric analysis of the research area of coaching in organizations was carried out using co-word analysis and cluster analysis techniques to identify the current state of knowledge. The data was analyzed using the Scopus bibliometric database and the VOSviewer program. Findings: The analyses indicated that the fundamental research topics discussed are leadership, mentoring, executive coaching, management development, and leadership development. It was identified that the initial interests of coaching researchers focused on organizational changes. The latest research topics are micro-coaching and the use of AI in coaching. Research limitations/implications: Further research should complement and extend the bibliometric analysis with other relational techniques, i.e., co-citation analysis, co-authorship analysis, bibliographic coupling, and direct citation analysis. A critical literature review should be conducted after a full bibliometric review of the publication on coaching in organizations. In subsequent studies, the analysis can also be extended to include publications in the field of social sciences. Originality/value: In the day of searching the SCOPUS database, no bibliometric review from this area was noticed. The analysis provides an opportunity to deepen further research and partially highlight research gaps in this area. This is particularly important among national authors due to the small number of publications from this area affiliated with Polish institutions.

Słowa kluczowe

EN

coaching; organization; leadership coaching; executive coaching; bibliometric analysis; VOSviewer

PL

coaching; organizacja; coaching przywództwa; coaching biznesowy; analiza bibliometryczna; VOSviewer

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2024
• Tom: z. 200
• Strony: 349--363
• Opis fizyczny: Bibliogr. 56 poz.

Twórcy

autor

Piwoni-Krzeszowska Estera

• University of Economics and Business

• https://orcid.org/0000-0001-6900-768X

autor

Dębicka Dominika

• University of Economics and Business

• https://orcid.org/0009-0007-2108-4011

Bibliografia

• 1. Aas, M., Vavik, M. (2015). Group coaching: A new way of constructing leadershipidentity? School Leadership & Management, 35(3).
• 2. Addison, L., Shapiro, J. (2023). Coach for positive (Coach4+): Using the intersection of positive psychology, positive organisational psychology and executive leadership coaching to facilitate positive leadership outcomes. Coaching: An International Journal of Theory, Research and Practice, 16(2).
• 3. Akande, A., Adewuyi, M., Akande, T., Adetoun, V.J. (2021). Experiential learning in action: coaching at the heart of corporate training. In: Organizational Science: A Global Perspective (pp. 187-209). Nova Science Publishers, Inc.
• 4. Benckendorff, P., Zehrer, A. (2013). A network analysis of tourism research. Annals of Tourism Research, 43.
• 5. Boak, G., Crabbe, S. (2019). Evaluating the impact of coaching skills training on individual and corporate behaviour. European Journal of Training and Development, 43(1-2).
• 6. Bonneywell, S., Gannon, J. (2022). Maximising female leader development through simultaneous individual and group coaching. Coaching: An International Journal of Theory, Research and Practice, 15(2).
• 7. Bowerman, J., Collins, G. (1999). The coaching network: A program for individual and organizational development. Journal of Workplace Learning, 11(8).
• 8. Burger, Z., Van Coller-Peter, S. (2019). A guiding framework for multi-stakeholder contracting in executive coaching. SA Journal of Human Resource Management, 17.
• 9. Cannon-Bowers, J.A., Bowers, C.A., Carlson, C.E., Doherty, S.L., Evans, J., Hall, J. (2023). Workplace coaching: A meta-analysis and recommendations for advancing the science of coaching. Frontiers in Psychology, 14, 1204166.
• 10. Carter, A.D. (2023). Diversity Intelligent Leadership Coaching in Practice. Advances in Developing Human Resources, 25(4).
• 11. Cathy McCullough (2023, July 19). The ROI of Business Coaching: Executive Coaching ROI Statistics (2023 Updated). Rhythm systems. https://www.rhythmsystems.com/blog/theroi-of-executive-coaching, 24.02.2024.
• 12. Coimbra, J., Proença, T. (2023). Managerial coaching and sales performance: The influence of salesforce approaches and organisational demands. International Journal of Productivity and Performance Management, 72(10).
• 13. Corbu, A., Peláez Zuberbühler, M.J., Salanova, M. (2021). Positive Psychology MicroCoaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy. Frontiers in Psychology, 12.
• 14. Davies, B. (1996). Re-engineering school leadership. International Journal of Educational Management, 10(2).
• 15. Dippenaar, M., Schaap, P. (2017). The impact of coaching on the emotional and social intelligence competencies of leaders. South African Journal of Economic and Management Sciences, 20(1).
• 16. Ealy, P.L. (2023). Developing Leadership Skills. In: B. Bakhshandeh, W.J. Rothwell, Building an Organizational Coaching Culture (pp. 193-205). Routledge.
• 17. Ely, K., Boyce, L.A., Nelson, J.K., Zaccaro, S.J., Hernez-Broome, G., Whyman, W. (2010). Evaluating leadership coaching: A review and integrated framework. The Leadership Quarterly, 21(4).
• 18. Emil Berg, M., Terje Karlsen, J. (2012). An evaluation of management training and coaching. Journal of Workplace Learning, 24(3).
• 19. Gardner, D.G., Moorefield, R. (2022). Ideal self and proactive physical wellness behaviors predict leader flow at work. Management Research Review, 45(10).
• 20. Gormley, H., van Nieuwerburgh, C. (2014). Developing coaching cultures: A review of the literature. Coaching, 7(2).
• 21. Grant, A.M. (2012). ROI is a poor measure of coaching success: Towards a more holistic approach using a well-being and engagement framework. Coaching, 5(2).
• 22. Grant, A.M. (2014). The Efficacy of Executive Coaching in Times of Organisational Change. Journal of Change Management, 14(2).
• 23. Grant, A.M. (2022). Steps to solutions: A process for putting solution-focused coaching principles into practice. In: Coach. Pract. (pp. 299-310). Wiley.
• 24. Graßmann, C., Schermuly, C.C. (2021). Coaching With Artificial Intelligence: Concepts and Capabilities. Human Resource Development Review, 20(1).
• 25. Gray, D.E., Goregaokar, H. (2010). Choosing an executive coach: The influence of gender on the coach-coachee matching process. Management Learning, 41(5).
• 26. Gray, D., De Haan, E., Bonneywell, S. (2019). Coaching the 'ideal worker': Female leaders and the gendered self in a global corporation. European Journal of Training and Development, 43(7-8).
• 27. Grover, S., Furnham, A. (2016). Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It. PLOS ONE, 11(7), e0159137.
• 28. Halliwell, P., Mitchell, R., Boyle, B. (2022). Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour-a leadership coaching study. Leadership and Organization Development Journal, 43(1).
• 29. Hannafey, F.T., Vitulano, L.A. (2013). Ethics and Executive Coaching: An Agency Theory Approach. Journal of Business Ethics, 115(3).
• 30. Heslin, P.A. (1999). Boosting Empowerment by Developing Self-efficacy. Asia Pacific Journal of Human Resources, 37(1).
• 31. International Coaching Federation, https://coachingfederation.org/about, 14.02.2024.
• 32. Jarosz, J. (2021). The impact of coaching on well-being and performance of managers and their teams during pandemic. International Journal of Evidence Based Coaching and Mentoring, 19(1).
• 33. Joo, B.-K. (2005). Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research. Human Resource Development Review, 4(4).
• 34. King, P., Eaton, J. (1999). Coaching for results. Industrial and Commercial Training, 31(4).
• 35. Kirkbride, P. (2006). Developing transformational leaders: The full range leadership model in action. Industrial and Commercial Training, 38(1).
• 36. Ladegard, G., Gjerde, S. (2014). Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. The Leadership Quarterly, 25(4).
• 37. Ladyshewsky, R.K. (2010). The manager as coach as a driver of organizational development. Leadership & Organization Development Journal, 31(4).
• 38. Levinson, H. (1996). Executive coaching. Consulting Psychology Journal: Practice and Research, 48(2).
• 39. Mone, E., Eisinger, C., Guggenheim, K., Price, B., Stine, C. (2011). Performance Management at the Wheel: Driving Employee Engagement in Organizations. Journal of Business and Psychology, 26(2).
• 40. Nowicka-Mook, M. (2021, April 5). The Effective Way to Measure the Impact of Coaching. Training. https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/, 23.01.2024.
• 41. Passmore, J., Tee, D. (2023). The library of Babel: Assessing the powers of artificial intelligence in knowledge synthesis, learning and development and coaching. Journal of Work-Applied Management.
• 42. Paul, J., Criado, A.R. (2020). The art of writing literature review: What do we know and what do we need to know? International Business Review, 29(4), 101717.
• 43. Peláez, M.J., Coo, C., Salanova, M. (2020). Facilitating Work Engagement and Performance Through Strengths-Based Micro-coaching: A Controlled Trial Study. Journal of Happiness Studies, 21(4).
• 44. Phillips, J.J. (2022). The leadership success definition should include impact (and maybe ROI). In: Coach Me! Your Personal Board of Directors: Lead. Advice from the World's Gt. Coaches (pp. 157-159). Wiley.
• 45. Preston, J.C., Maes, J. (2023). Tips for Virtual Meeting Engagement: An OD Coaching Strategy. Organization Development Journal, 41(2).
• 46. Ratlabala, P., Terblanche, N. (2022). Supervisors' perspectives on the contribution of coaching supervision to the development of ethical organisational coaching practice. SA Journal of Human Resource Management, 20.
• 47. Raudenbush, L.M., Clarke, J. (2023). Action Learning for Team and Group Coaching. In: B. Bakhshandeh, W.J. Rothwell, Building an Organizational Coaching Culture (pp. 242-262). Routledge.
• 48. Sonesh, S.C., Coultas, C.W., Lacerenza, C.N., Marlow, S.L., Benishek, L.E., Salas, E. (2015). The power of coaching: A meta-analytic investigation. Coaching: An International Journal of Theory, Research and Practice, 8(2).
• 49. Terblanche, N. (2020). A design framework to create artificial intelligence coaches. International Journal of Evidence Based Coaching and Mentoring, 18(2).
• 50. Terblanche, N., Passmore, J., Myburgh, J. (2021). African organisational coaching practice: Exploring approaches used, and the factors influencing coaches' fees. South African Journal of Business Management, 52(1).
• 51. Vicere, A.A. (1998). Changes in practices, changes in perspectives:The 1997 International Study of Executive Development Trends. Journal of Management Development, 17(7).
• 52. Vitzthum, C. (2023). A pawn in the game? The significance of contracting in coaching with gender-sensitivity. International Journal of Evidence Based Coaching and Mentoring, Special Iss. 17.
• 53. Wageman, R. (2001). How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Handson Coaching. Organization Science, 12(5).
• 54. Walsh, B. (2016). Why coaching contracts are essential. HR Future, 1 (1)(30).
• 55. Watkins, J.M., Mohr, B., Kelly, R. (2011). Appreciative Inquiry: Change at the Speed of Imagination: Second Edition. In: Appreciative Inquiry: Change at the Speed of Imagination. Pfeiffer.
• 56. Zupic, I., Čater, T. (2015). Bibliometric Methods in Management and Organization. Organizational Research Methods, 18(3).