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The application of the 3+1Cs relationship model in executive coaching.
16 references·13 citing·40 second hop
The application of the 3+1Cs relationship model in executive coaching. (2012)The application of the 3+1Cs relationship…Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005)Executive Coaching: A Concept…The Coach–Athlete Relationship Questionnaire (CART‐Q): development and initial validation (2003)The Coach–Athlete Relationshi…Olympic medallists’ perspective of the althlete–coach relationship (2002)Olympic medallists’ perspecti…Research summary on the therapeutic relationship and psychotherapy outcome. (2001)Research summary on the thera…Executive coaching: A comprehensive review of the literature. (2001)Executive coaching: A compreh…Interviewing for Social Scientists (1999)Interviewing for Social Scien…Behind closed doors: What really happens in executive coaching (1999)Behind closed doors: What rea…The Investment Model Scale: Measuring commitment level, satisfaction level, quality of alternatives, and investment size (1998)The Investment Model Scale: M…Executive Coaching as a Transfer of Training Tool: Effects on Productivity in a Public Agency (1997)Executive Coaching as a Trans…Toward a conceptual understanding and definition of executive coaching. (1996)Toward a conceptual understan…Self-disclosure and liking: A meta-analytic review. (1994)Self-disclosure and liking: A…Basic Content Analysis (1990)Basic Content AnalysisTrust in close relationships. (1985)Trust in close relationships.Content Analysis: An Introduction to its Methodology. (1984)Content Analysis: An Introduc…The generalizability of the psychoanalytic concept of the working alliance. 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References

  • 1984Content Analysis: An Introduction to its Methodology.24,312 cited
  • 1990Basic Content Analysis7,746 cited
  • 1979The generalizability of the psychoanalytic concept of the working alliance.5,236 cited
  • 1961On Becoming a Person: A Therapist's View of Psychotherapy4,013 cited
  • 1985Trust in close relationships.3,129 cited
  • 1998The Investment Model Scale: Measuring commitment level, satisfaction level, quality of alternatives, and investment size2,164 cited
  • 2001Research summary on the therapeutic relationship and psychotherapy outcome.1,619 cited
  • 1994Self-disclosure and liking: A meta-analytic review.1,618 cited
  • 1999Interviewing for Social Scientists1,196 cited
  • 2003The Coach–Athlete Relationship Questionnaire (CART‐Q): development and initial validation558 cited
  • 2002Olympic medallists’ perspective of the althlete–coach relationship531 cited
  • 1996Toward a conceptual understanding and definition of executive coaching.436 cited
  • 2001Executive coaching: A comprehensive review of the literature.379 cited
  • 2005Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research370 cited
  • 1997Executive Coaching as a Transfer of Training Tool: Effects on Productivity in a Public Agency

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361 cited
  • 1999Behind closed doors: What really happens in executive coaching356 cited
  • Cited by

    • 2015The Working Alliance in Coaching134 cited
    • 2013Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success?90 cited
    • 2019Female Paralympic Athlete Views of Effective and Ineffective Coaching Practices57 cited
    • 2015Leading to Effectiveness43 cited
    • 2015Adaptação transcultural e propriedades psicométricas do questionário de relacionamento treinador-atleta brasileiro (CART-Q) – Versão atleta33 cited
    • 2019A brief primer for those new to coaching research and evidence-based practice30 cited
    • 2015Coaching: Comparisons with Mentoring24 cited
    • 2016Evidence of competency: exploring coach, coachee and expert evaluations of coaching16 cited
    • 2017The client as active ingredient: ‘Core self-evaluations’ as predictors of coaching outcome variance6 cited
    • 2017Developing a Sequential Process Model of Coaching5 cited
    • 2018Problem-Specific Coaching Interventions Influence Goal Attainment via Double-Loop Learning5 cited
    • 2018Leadership development through executive coaching : an interpretative phenomenological analysis5 cited
    • 2017The Ambivalent Relationship Between Coaching Research and Coaching Practice: Discreetly Ignoring, Critically Observing or Beneficially Cooperating?2 cited