Page - 70 - in Coaching im digitalen Wandel
Image of the Page - 70 -
Text of the Page - 70 -
Terblanche70
Conclusion
Many who attempt a senior leadership transition fail. This research showed that
it is possible to design a fit-for-purpose transition coaching model that incor-
porates transformative learning theory to facilitate deep, permanent shifts in
people to help equip them to succeed in their new role.
References
Avolio, B. J., Hannah, S. T. (2008). Developmental Readiness: Accelerating Leader Development.
Consulting Psychology Journal: Practice and Research, 60 (4), 331–347.
Bebb, S. (2009). The structure of role transition: A phenomenological study of successful execu-
tives from five countries. International Journal of Leadership Studies, 4 (2), 223–243.
Bond, A., Naughton, N. (2011). The role of coaching in managing leadership transitions. Interna-
tional Coaching Psychology Review, 6 (2), 165–179.
Charmaz, K. (2014). Constructing grounded theory. London: Sage.
Cox, E., Bachkirova, T., Clutterbuck, D. (2014). Theoretical traditions and coaching genres: Map-
ping the territory. Advances in Developing Human Resources, 16 (2), 139–160.
Cranton, P. (2005). Transformative Learning. In L. M. English (Ed.), International encyclopedia of
adult education (pp. 630–637). New York: Palgrave Macmillan.
Davison, R., Martinsons, M., Ou, C. (2012). The role of theory in Canonical Action Research. MIS
Quarterly, 36 (3), 763–786.
Freedman, A. M. (2011). Some Implications of Validation of the Leadership Pipeline Concept: Guide-
lines for Assisting Managers-in-Transition. The Psychologist-Manager Journal, 14 (2), 140–159.
Hoggan, C. (2016). Transformative Learning as a Metatheory: Definition, Criteria, and Typology.
Adult Education Quarterly, 66 (1), 57–75.
Kauffman, C., Coutu, D. (2009). The realities of executive coaching. Harvard Business Review,
87 (1), 6–7.
Martin, J. F. (2015). Ascending to the C-suite. New York: McKinsey & Company.
Martin, J., Gentry, W. (2011). Derailment Signs across Generations: More in Common than
Expected. The Psychologist-Manager Journal, 14 (3), 177–195.
Mezirow, J. (1994). Understanding transformation theory. Adult Education Quarterly, 44 (4),
222–232.
Mezirow, J., Associates (2000). Learning as transformation: Critical perspectives on a theory in prog-
ress. San Francisco, CA: Jossey-Bass.
Mezirow, J. (2008). An overview on transformative learning. In J. Crowther, P. Sutherland (Eds.),
Lifelong learning: Concepts and contexts (pp. 24–38). Abingdon, Oxon: Routledge.
Passmore, J., Fillery-Travis, A. (2011). A critical review of executive coaching research: A decade
of progress and what’s to come. Coaching: An International Journal of Theory, Research and
Practice, 4 (2), 70–88.
Reynolds, G. (2011). Exploring the meaning of coaching for newly appointed senior leaders in
their first twelve to eighteen months in role. International Journal of Evidence Based Coaching
and Mentoring, (Special Issue 5), 39–53.
Sparrow, S. (2007). Leading the leaders. Training & Coaching Today, (July/August), 22–23.
Sutton, J. (2008). Coaching leadership transitions. In J. L. Noel, D. L. Dotlich (Eds.), The 2008
Pfeiffer Annual Leadership Development (pp. 199–207). Hoboken, NJ: Wiley & Sons.
Open-Access-Publikation im Sinne der CC-Lizenz BY-NC-ND 4.0
back to the
book Coaching im digitalen Wandel"