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    Coaching in the Workplace

    Access Status
    Fulltext not available
    Authors
    Cameron, Roslyn
    Ebrahimi, M.
    Date
    2014
    Type
    Book Chapter
    
    Metadata
    Show full item record
    Citation
    Cameron, R. and Ebrahimi, M. 2014. Coaching in the Workplace, in Harris, R. and Short, T. (ed), Workforce Development: Perspectives and Issues, pp. 253-268. New York, Heidelberg, Dordrecht and London: Springer.
    Source Title
    Workforce Development: Perspectives and Issues
    Additional URLs
    http://link.springer.com/chapter/10.1007/978-981-4560-58-0_14
    ISBN
    978-981-4560-57-3
    URI
    http://hdl.handle.net/20.500.11937/39506
    Collection
    • Curtin Research Publications
    Abstract

    The use of coaching as a workforce development strategy is the focus of this chapter. Coaching is enjoying a lot of popularity in terms of its uses by organisations internationally with the main purposes for using coaching being for individual development, leadership, and building capacity and employee engagement. This chapter can in no way cover all aspects and genres of coaching but attempts to provide a broad brush approach by discussing some of the key characteristics of coaching through defining it and delineating it from other similar interventions. This is followed by a presentation of the different coaching genres and their theoretical underpinnings before presenting details of two benchmark indicators of the growth of the coaching industry, namely the growing number of coaching associations and the emergence of scholarly journals reporting coaching research. We then turn to the results of four reputable surveys conducted on coaching from Australia, the UK and internationally before concluding with the presentation of a conceptual map of coaching within organisational contexts.

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