Annotated Bibliography: Evidence-Based Coaching

Bartholomew, B. (2016). Evidence-based coaching - brett Bartholomew - performance coach, author, and keynote speaker. Retrieved from https://brettbartholomew.net/evidence-based-coaching/

In this article, Bartholomew strives to stress the significance of evidence-based coaching, especially in sports. He begins by acknowledging that today, evidence-based coaching is taking a place previously held by belief based coaching. While belief based coaching was based on the beliefs and the experience of the coach, evidence-based coaching utilizes both the practitioner's experience but majorly on the research evidence. While most coaches continue to embrace evidence-based coaching, Bartholomew believed that it is deficient and not practical in the contemporary world.

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Behavioral Coaching Institute. (2019). Evidence-based coaching techniques - behavioral change models. Retrieved from http://www.behavioral-coaching-institute.com/Evidence_Based_Approach.html

The article begins by acknowledging that changing the coaching behavior by adopting the right coaching techniques is beneficial in influencing the human dynamics, the environment, the culture, and the output system of the organization. It means that the right coaching techniques influence the performance of the organization. In this case, while selecting the most suitable coaching model, it is essential to evaluate the basis of the model in term of verifiable evidence, philosophy, and practice. Therefore, it is clear that evidence-based coaching is the backbone of most successful organizations.

Ellinger, A. D., & Kim, S. (2014). Coaching and human resource development. Advances in Developing Human Resources, 16(2), 127-138. doi: 10.1177/1523422313520472

In this article, Ellinger, & Kim connote that coaching is considered as the universal form of development that has been prevalent among most practitioners in the contemporary world. However, while the interest in coaching has been showing growing evidence over the years, it has received considerable criticisms as being opinion based and theoretical. In this case, the authors affirm that these coaching aspects are being under-examined with minimal research. Thus, adopting evidence-based coaching techniques would solve the underlying problem.

Grant, A. M. (2016). What constitutes evidence-based coaching? A two-by-two framework for distinguishing strong from weak evidence for coaching. International Journal of Evidence Based Coaching and Mentoring, 14(1), 74-85. Retrieved from https://www.researchgate.net/publication/292148012_What_constitutes_evidence-based_coaching_A_two-by-two_framework_for_distinguishing_strong_from_weak_evidence_for_coaching_1

The article acknowledges that today, most practitioners are profoundly embracing evidence-based coaching in their practice. While most practitioners lack a clear understanding of evidence-based coaching, in this article, Grant gives a concrete understanding by providing a two-by-two framework that differentiates weak evidence-based coaching from strong evidence-based coaching. In this model, it is evident that professional expertise and empirical research play a significant role in developing strong evidence-based coaching.

Grant, A. M., & Hartley, M. (2013). Developing the leader as a coach: insights, strategies, and tips for embedding coaching skills in the workplace. Coaching: An International Journal of Theory, Research, and Practice, 6(2), 102-115. doi: 10.1080/17521882.2013.824015

In this article, Grant, & Hartley strive to explore the insights and strategies that organizations can utilize to embed the leadership coaching skills in the workplace. This is because today, most organizations across the world are embracing coaching as a significant element of leadership. In their argument, the authors suggest evidence-based coaching as a vital strategy that helps the organization to embed coaching skills to leadership while aligning the organizational goals.

Haug, M. (2011). What is the relationship between coaching interventions and team effectiveness?. International Journal of Evidence Based Coaching and Mentoring, (5), 89-100. Retrieved from https://www.researchgate.net/publication/294263775_International_Journal_of_Evidence_Based_Coaching_and_Mentoring_Special_Issue_No_What_is_the_relationship_between_coaching_interventions_and_team_effectiveness

In this article, Haug strives to explore the relationship between team coaching and one-on-one coaching in influencing the effectiveness of the team. While evaluating the two coaching models, the article further concludes that although these models are different, they contribute to team effectiveness differently, but none of them is found to be more effective than the other. In this case, Haug concludes that while selecting the most effective coaching model, it is essential to choose the model such as evidence-based practice that aims at enhancing the organizational outcome

Hauser, L. (2009). Evidence-based coaching: A case study. OD Practitioner, 41(1), 8-13.

Hauser affirms that successful coaching facilities create a positive change, enhance growth, and further influences positive performance. In this case, most of the organizational development practitioners acknowledge executive coaching as a significant aspect in capitalizing the performance of the organization. The author, therefore, stresses that evidence-based coaching is one of the fruitful coaching techniques that organizational development practitioners utilize in driving their success. The author supports the argument by providing an example where she used evidence-based coaching in helping the executives to improve the organizational performance.

O'Broin, A., & McDowall, A. (2014). Evidence-based coaching for practitioners: an interview with Doug MacKie. Coaching: An International Journal of Theory, Research, and Practice, 7(2), 140-143. doi: 10.1080/17521882.2014.943775

In the article, O'Broin, & McDowall reflects on the interview with Doug MacKie regarding the significance of evidence-based coaching among the organizational practitioners. While Doug MacKie reflects on his new position, his professional experience, and the vision he has for his future career, it is evident that practitioners need to put evidence into practice while executing their role. This, therefore, magnifies the importance of embracing evidence-based coaching in the organization to boost performance.

Rickabaugh, D. (2016). What is evidence-based coaching?. Retrieved from http://www.davidrickabaugh.coach/my-blog/2016/4/13/what-is-evidence-based-coaching

In this article, Rickabaugh strives to give a clear understanding of evidence-based coaching while providing its stress and weaknesses. In this case, he defines evidence-based coaching as the process of using empirical research that is based on observation or evidence as a scientific approach that guides the practitioners. Evidence-based practice is highly embraced by most practitioners since it is considered to be reliable and credible since it puts evidence into practice. However, it has faced various criticisms whereby it is deemed to neglect the practitioner's experience as well as customer values.

Schlatter, N., & McDowall, A. (2014). Evidence-based EI coaching: a case study in the mining industry. Coaching: An International Journal of Theory, Research, and Practice, 7(2), 144-151. doi: 10.1080/17521882.2014.948025

Schlatter, & McDowall provide an example where evidence-based coached was implemented in a mining entity in the United Kingdom to help enhance the leadership performance and behavior. The aim of adopting this approach was also to help create a support system that would be focused more on people. Although the system faced some resistance, it helped in boosting the leadership behavior.

References

Bartholomew, B. (2016). Evidence based coaching - brett bartholomew - performance coach, author and keynote speaker. Retrieved from https://brettbartholomew.net/evidence-based-coaching/

Behavioral Coaching Institute. (2019). Evidence based coaching techniques - behavioral change models. Retrieved from http://www.behavioral-coaching-institute.com/Evidence_Based_Approach.html

Ellinger, A. D., & Kim, S. (2014). Coaching and human resource development. Advances in Developing Human Resources, 16(2), 127-138. doi: 10.1177/1523422313520472

Grant, A. M. (2016). What constitutes evidence-based coaching? A two-by-two framework for distinguishing strong from weak evidence for coaching. International Journal of Evidence Based Coaching and Mentoring, 14(1), 74-85. Retrieved from https://www.researchgate.net/publication/292148012_What_constitutes_evidence-based_coaching_A_two-by-two_framework_for_distinguishing_strong_from_weak_evidence_for_coaching_1

Grant, A. M., & Hartley, M. (2013). Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace. Coaching: An International Journal of Theory, Research and Practice, 6(2), 102-115. doi: 10.1080/17521882.2013.824015

Haug, M. (2011). What is the relationship between coaching interventions and team effectiveness?. International Journal of Evidence Based Coaching and Mentoring, (5), 89-100. Retrieved from https://www.researchgate.net/publication/294263775_International_Journal_of_Evidence_Based_Coaching_and_Mentoring_Special_Issue_No_What_is_the_relationship_between_coaching_interventions_and_team_effectiveness

Hauser, L. (2009). Evidence-based coaching: A case study. OD Practitioner, 41(1), 8-13.

O'Broin, A., & McDowall, A. (2014). Evidence-based coaching for practitioners: an interview with Doug MacKie. Coaching: An International Journal of Theory, Research and Practice, 7(2), 140-143. doi: 10.1080/17521882.2014.943775

Rickabaugh, D. (2016). What is evidence-based coaching?. Retrieved from http://www.davidrickabaugh.coach/my-blog/2016/4/13/what-is-evidence-based-coaching

Schlatter, N., & McDowall, A. (2014). Evidence-based EI coaching: a case study in the mining industry. Coaching: An International Journal of Theory, Research and Practice, 7(2), 144-151. doi: 10.1080/17521882.2014.948025