Maximising female leader development through simultaneous individual and group coaching

References

• Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29,(1), 70–88. https://doi.org/10.1016/j.leaqua.2017.11.004
   Web of Science ®Google Scholar
• Balkundi, P., & Kilduff, M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17(4), 419–439. https://doi.org/10.1016/j.leaqua.2006.01.001
   Web of Science ®Google Scholar
• Bilhuber Galli, E., & Müller-Stewens, G. (2012). How to build social capital with leadership development: Lessons from an explorative case study of a multibusiness firm. The Leadership Quarterly, 23(1), 176–201. https://doi.org/10.1016/j.leaqua.2011.11.014
   Web of Science ®Google Scholar
• Braun, V., Clarke, V., Terry, G., Rohleder, P., & Lyons, A. (2014). Thematic analysis. Qualitative Research in Clinical and Health Psychology, 95(2), 237.
   Google Scholar
• Britton, J. J. (2010). Effective group coaching: Tried and tested tools and resources for optimum coaching results. John Wiley & Sons.
   Google Scholar
• Broughton, A., & Miller, L. (2009). Encouraging women into senior management positions: How coaching can help: An international comparative review and research. Institute for Employment Studies.
   Google Scholar
• Brown, S. W., & Grant, A. M. (2010). From GROW to GROUP: Theoretical issues and a practical model for group coaching in organisations. Coaching: An International Journal of Theory, Research and Practice, 3(1), 30–45. https://doi.org/10.1080/17521880903559697
   Google Scholar
• Bryman, A., & Bell, E. (2015). Business research methods. Oxford University Press.
   Google Scholar
• Burr, V. (2015). Social constructionism. Routledge.
   Google Scholar
• Burt, R. S. (1997). The contingent value of social capital. Administrative Science Quarterly, 42(2), 339–365. https://doi.org/10.2307/2393923
   Web of Science ®Google Scholar
• Coates, D. (2013). Integrated leadership development programmes: Are they effective and what role does coaching play? International Journal of Evidence Based Coaching and Mentoring (Special Issue No. 7), 39–54 https://radar.brookes.ac.uk/radar/items/894af787-235a-414d-a2e5-4b5364a3e888/1/.
   Google Scholar
• Collings, D. G. (2014). Toward mature talent management: Beyond shareholder value. Human Resource Development Quarterly, 25(3), 301–319. https://doi.org/10.1002/hrdq.21198
   Web of Science ®Google Scholar
• Davies, D., & Dodd, J. (2002). Qualitative research and the question of rigor. Qualitative Health Research, 12(2), 279–289. https://doi.org/10.1177/104973230201200211
   PubMed Web of Science ®Google Scholar
• de Haan, E., Gray, D., & Bonneywell, S. (2019). Executive coaching outcome research in a field setting: A near-randomized controlled trial study in a global healthcare corporation. Academy of Management Learning & Education, 18(4), 581–605. https://doi.org/10.5465/amle.2018.0158
   Web of Science ®Google Scholar
• Desvaux, G., Devillard-Hoellinger, S., & Meaney, M. C. (2008). A business case for women. The McKinsey Quarterly, 4(4), 26–33. https://www.mckinsey.com/quarterly/overview
   Google Scholar
• Doldor, E., Vinnicombe, S., Gaughan, M., & Sealy, R. (2012). Gender diversity on boards: The appointment process and the role of executive search firms. Equality and Human Rights Commission Research Report, 85. http://www.equalityhumanrights.com/
   Google Scholar
• Edwards, J., Snowden, M., & Halsall, J. (2016). Coaching works! A qualitative study exploring the effects of coaching in a public sector organisation. The Journal of Social Sciences Research, 2(5), 88–92. http://arpgweb.com/pdf-files/jssr2(5)88-92.pdf
   Google Scholar
• Ellinger, A. D., Ellinger, A. E., Bachrach, D. G., Wang, Y.-L., & Elmadağ Baş, A. B. (2011). Organizational investments in social capital, managerial coaching, and employee work-related performance. Management Learning, 42(1), 67–85. https://doi.org/10.1177/1350507610384329
   Web of Science ®Google Scholar
• Ellinger, A. D., & Kim, S. (2014). Coaching and human resource development examining relevant theories, coaching genres, and scales to advance research and practice. Advances in Developing Human Resources, 16(2), 127–138. doi:10.1177/1523422313520472
   Google Scholar
• Eriksson, P., & Kovalainen, A. (2008). Qualitative methods in business research. Sage.
   Google Scholar
• Espedal, B., Gooderham, P. N., & Stensaker, I. G. (2013). Developing organizational social capital or prima donnas in MNEs? The role of global leadership development programs. Human Resource Management, 52(4), 607–625. https://doi.org/10.1002/hrm.21544
   Web of Science ®Google Scholar
• Evans, C. D., & Diekman, A. B. (2009). On motivated role selection: Gender beliefs, distant goals, and career interest. Psychology of Women Quarterly, 33(2), 235–249. https://doi.org/10.1111/j.1471-6402.2009.01493.x
   Web of Science ®Google Scholar
• Florent-Treacy, E. (2009). Behind the scenes in the identity laboratory: Participants’ narratives of identity transition through group coaching in a leadership development programme. SSRN Electronic Journal, 4(1), 71–86. doi:http://doi.org/10.2139/ssrn.1340332
   Google Scholar
• Grant, A. M. (2014). The efficacy of executive coaching in times of organisational change. Journal of Change Management, 14(2), 258–280. https://doi.org/10.1080/14697017.2013.805159
   Google Scholar
• Grant, A. M., Passmore, J., Cavanagh, M. J., & Parker, H. M. (2010). The state of play in coaching today: A comprehensive review of the field. International Review of Industrial and Organizational Psychology, 25(1), 125–167. https://doi.org/10.1002/9780470661628.ch4
   Google Scholar
• Gray, D. (2013). Doing research in the real world. Sage.
   Google Scholar
• 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), 661–681. https://doi.org/10.1108/EJTD-01-2019-0011
   Web of Science ®Google Scholar
• Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. Handbook of Qualitative Research, 2, 163–194.
   Google Scholar
• Ibarra, H., Ely, R., & Kolb, D. (2013). Women rising: The unseen barriers. Harvard Business Review, 91(9), 60–66. https://hbr.org/
   PubMed Web of Science ®Google Scholar
• Kets de Vries, M. (2005). Leadership group coaching in action: The Zen of creating high performance teams. Academy of Management Perspectives, 19(1), 61–76. https://doi.org/10.5465/ame.2005.15841953
   Google Scholar
• Kets de Vries, M. (2008). Leadership coaching and organizational transformation: Effectiveness in a world of paradoxes. Fontainebleau: INSEAD Working Papers Series. https://flora.insead.edu/fichiersti_wp/inseadwp2008/2008-71.pdf
   Google Scholar
• Kets de Vries, M. (2014). The group coaching conundrum. International Journal of Evidence Based Coaching and Mentoring, 12(1), 79–91. https://radar.brookes.ac.uk/radar/items/af84da1f-37d4-49b9-a032-9c6a371597b6/1/
   Google Scholar
• Kets de Vries, M., Rook, C., & Engellau, E. (2016). Coaching across the gender divide—creating people-friendly organizations. In Coach and couch (pp. 241–252). Springer.
   Google Scholar
• Leimon, A., Moscovici, F., & Goodier, H. (2011). Coaching women to lead. Routledge.
   Google Scholar
• Mühlberger, M. D., & Traut-Mattausch, E. (2015). Leading to effectiveness. The Journal of Applied Behavioral Science, 51(2), 198–230. https://doi.org/10.1177/0021886315574331
   Web of Science ®Google Scholar
• Muir, D. (2014). Mentoring and leader identity development: A case study. Human Resource Development Quarterly, 25(3), 349–379. https://doi.org/10.1002/hrdq.21194
   Web of Science ®Google Scholar
• O'Connor, S. & Kavanagh, M.. (2017). Group and team coaching. In T. Bachkirova, G. Spence, & D. Drake (Eds.), The SAGE handbook of coaching (pp. 486–504). Sage.
   Google Scholar
• Proudfoot, K,L. (2007). Isn't she delightful? Creating relationships that get women to the top (and keep them there). In B. Kellerman, & D. Rhode (Eds.), Women & leadership (pp. 431–451). Jossey-Bass.
   Google Scholar
• Raven, B. H. (1993). The bases of power: Origins and recent developments. Wiley Online Library.
   Google Scholar
• Saunders, M. N., Saunders, M., Lewis, P., & Thornhill, A. (2011). Research methods for business students. Pearson Education.
   Google Scholar
• Sealy, R., & Vinnicombe, S. (2013). The female FTSE board report 2013: False dawn of progress for women on boards? London, UK. http://dspace.lib.cranfield.ac.uk/handle/1826/8005
   Google Scholar
• Sheerin, C., & Hughes, C. (2018). Gender-segregated labour spaces and social capital – does context matter? European Journal of Training and Development, 42(3/4), 226–245. https://doi.org/10.1108/EJTD-07-2017-0058
   Web of Science ®Google Scholar
• Shoukry, H., & Cox, E. (2018). Coaching as a social process. Management Learning, 49(4), 413–428. https://doi.org/10.1177/1350507618762600
   Web of Science ®Google Scholar
• Skinner, S. (2014). Understanding the importance of gender and leader identity formation in executive coaching for senior women. Coaching: An International Journal of Theory, Research and Practice, 7(2), 102–114. https://doi.org/10.1080/17521882.2014.915864
   Google Scholar
• Stake, R. (1995). The art of case study research. Sage: London.
   Google Scholar
• Stelter, R., & Law, H. (2010). Coaching - narrative-collaborative practice. International Coaching Psychology Review, 5(2), 152–164. https://www.bps.org.uk/publications/international-coaching-psychology-review
   Google Scholar
• Stensaker, I. G., & Gooderham, P. N. (2015). Designing global leadership development programmes that promote social capital and knowledge sharing. European J. of International Management, 9(4), 442–462. https://doi.org/10.1504/EJIM.2015.070229
   Web of Science ®Google Scholar
• Stokes, J., & Jolly, R. (2018). Executive and leadership coaching. In E. Cox, T. Bachkirova, & D. Clutterbuck (Eds.), The complete handbook of coaching (3rd ed., pp. 247–261). Sage.
   Google Scholar
• Szymanska, K. (2010). Unlocking psychological health: Unconditional self-acceptance. Coaching Psychologist, 6(2), 122–123.
   Google Scholar
• Tabarovsky, J. F. (2015). The rise of “neo-individualism” in the workplace: A critical approach on coaching for workplace leadership. International Leadership Journal, 7(3), 59–82. https://www.tesu.edu/business/ilj-archives
   Google Scholar
• Terry, G., Hayfield, N., Clarke, V., & Braun, V. (2017). Thematic analysis. In C. Willig, & W. Stainton Rogers (Eds.), The Sage handbook of qualitative research in psychology (2nd ed., pp. 17–37). Sage.
   Google Scholar
• Thunnissen, M., Boselie, P., & Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management Review, 23(4), 326–336. https://doi.org/10.1016/j.hrmr.2013.05.004
   Web of Science ®Google Scholar
• Vinnicombe, S., Doldor, E., Sealy, R., Pryce, P., & Turner, C. (2015). The female FTSE board report 2015. http://openaccess.city.ac.uk/
   Google Scholar
• Vinnicombe, S., Moore, L. L., & Anderson, D. (2013). Women’s leadership programmes are still important. Edward Elgar Publishing.
   Google Scholar
• Ward, G. (2008). Towards executive change: A psychodynamic group coaching model for short executive programmes. International Journal of Evidence Based Coaching & Mentoring, 6(1). https://radar.brookes.ac.uk/radar/items/e8c46931-912e-4f2b-9e90-0ac437938412/1/
   Google Scholar
• Ward, G., van de Loo, E., & ten Have, S. (2014). Psychodyamic group executive coaching. International Journal of Evidence Based Coaching and Mentoring, 12(1), 63–78. https://search.informit.com.au/documentSummary;dn=781849290134276;res=IELBUS
   Google Scholar