Ahrend, G., Diamond, F., & Gill Webber, P. (2010, July). "Virtual Coaching: Using Technology to Boost Performance." Chief Learning Officer, 9(7), 44–47.
The article presents information on the use of online and electronic resources for coaching employees, called virtual or electronic coaching (e-coaching). The distinction between electronic learning (e-learning) and e-coaching is described as the difference between theory and practice.
Bourg, J., Stoltzfus, W., McManus, S., & Fry, P.J. (2010, October). "Proactive Coaching for Employee Development and Improved Business Results." Total Quality Management & Business Excellence, 21(10), 1005–1016.
This article describes a coaching challenge at Agilent Technologies, Inc. With 300 Green Belts trained but business results not delivered as targeted, Agilent needed to understand the root causes and develop methods to raise its Six Sigma Green Belts up the ladder of development. It has an excellent training program for Six Sigma Belts, with effective tools for instruction and learning assessment. However, the quality advocates believed a more highly developed program of proactive coaching was necessary for them to achieve a higher level of maturity, improve their contribution to the business, and attain industry-recognized certification.
Harris, M. (2010, April). "High-Performance Coaching: Power Steering." People Management, 28–30.
The author expresses his views on how to apply high-performance coaching in companies. He explains that employers should create a working environment that combines coaching, mentoring, training, and development.
Longenecker, C.O. (2010). "Coaching for Better Results: Key Practices of High Performance Leaders." Industrial & Commercial Training, 42(1), 32–40.
The purpose of this paper is to explore the issue of workplace coaching and offer insight into the various coaching practices that are necessary to produce better employee performance and results.
Noble, M. (2012, March). "Transform Managers Into Coaches: Five Steps for Coaching Success." T+D, 66(3), 32–33.
Recommendations are presented for companies wanting to develop their managers' coaching skills, including demonstrating the personal benefits of coaching, setting firm expectations into the organizational goals, and promoting those with superior coaching skills.
Anderson. D., & Anderson, M. (2005). Coaching That Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance Series). Burlington, MA: Elsevier Butterworth-Heinemann.
This book combines insights and practical experience about how to achieve transformational change through the strategic application and evaluation of leadership coaching. Also, it provides knowledge, ideas, and tools to evaluate the monetary and intangible value of coaching.
Butteriss, M. (2008). Coaching Corporate MVPs: Challenging and Developing High-Potential Employees. Mississuaga, ON: John Wiley & Sons.
The author recommends creating personalized, individual development plans designed to meet the specific needs of high-performing employees through coaching and mentoring. It lists extensive interviews with coaches, mentors, and leaders from various industries and their best practices for coaching and mentoring.
Emerson, B., & Loehr, A. (2008). A Manager's Guide to Coaching: Simple and Effective Ways to Get the Best from Your Employees. New York: AMACOM.
Guides executives through every step of the coaching process, from problem solving to developing accountability. Clear, practical, and straightforward, this is an invaluable tool that will help every leader coach employees, colleagues, and themselves to excellence.
Homan, M., & Miller L.J. (2008). Coaching in Organizations: Best Coaching Practices from the Ken Blanchard companies. Hoboken, NJ: Wiley & Sons.
This publication equips human resource and organizational development professionals as well as coaches (beginning to expert) with the tools and methodologies they need to help clients become more effective leaders within their organizations.
Meiss, R. (2012). Coaching for Results: Transforming Managers from Bosses to Coaches. Minneapolis, MN: MEI Press.
This book is for the leader who wants to fully develop his or her employees while getting business results. It covers subjects such as reinforcing good behavior, addressing bad habits, and confronting poor performance by asking good coaching questions, communicating effectively, and giving effective feedback.
Oberstein, S. (2009). 10 Steps to Successful Coaching. Alexandria, VA: American Society for Training and Development (ASTD).
The author demonstrates why coaching can be a powerful tool to drive organizational performance and support the achievement of individual career goals. The solid, understandable process presented encourages and supports positive, long-term change.