Coaching in the HRD Context

Andrea D. Ellinger, Rona S. Beattie, Robert G. Hamlin

    Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review


    Coaching has emerged as a service industry with the growing investments in coaching reaching over 2 billion dollars worldwide and the increasing numbers of self-identified professional coaches at over 47,500 according to the 2012 and 2013 International Coach Federation reports (Egan and Hamlin, 2014). It is anticipated that the demands for coaching will continue to increase along with expectations about its effectiveness as a developmental intervention and the quality associated with its provision (Bennett and Bush, 2009; Grant and Cavanagh, 2004). Coaching has been described as “a human development process that involves structured, focused interaction and the use of appropriate strategies, tools and techniques to promote desirable and sustainable change for the benefit of the coachee and potentially for other stakeholders” (Bachkirova, Cox, and Clutterbuck, 2014, p. 1) Coaching is considered to be a 2 relatively new field of study and an applied field of practice that has gained tremendous popularity and growth in recent years (Cox, Bachkirova and Clutterbuck, 2014; Gray and Goregaokar, 2010).
    Bachkirova et al. (2014) acknowledge that coaching has intellectual roots that draw upon many disciplines and that it is used in many different contexts. Human Resource Development (HRD) is one such context. Coaching has been used to develop employees, managers, and leaders within organizations and the use of coaching in organizations has grown substantially suggesting that organizational settings where HRD mainly resides represent an important context to examine.
    Original languageEnglish
    Title of host publicationThe SAGE Handbook of Coaching
    EditorsTatiana Bachkirova , Gordon Spence , David Drake
    Place of PublicationLondon
    PublisherSAGE Publications
    Number of pages35
    ISBN (Print)9781473916531
    Publication statusPublished - 2016


    • coaching
    • HRD professionals
    • managers

    ASJC Scopus subject areas

    • Business, Management and Accounting(all)


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    • Managerial coaching: a review of the empirical literature and development of a model to guide future practice

      Beattie, R. S., Kim, S., Hagen, M. S., Egan, T. M., Ellinger, A. D. & Hamlin, R. G., 1 May 2014, In: Advances in Developing Human Resources. 16, 2, p. 184-201 18 p.

      Research output: Contribution to journalArticlepeer-review

      62 Citations (Scopus)
    • The manager as coach

      Beattie, R., Ellinger, A. & Hamlin, R., 2014, The Complete Handbook of Coaching. Cox, E., Clutterbuck, D. & Bachkirova, T. (eds.). 2nd ed. SAGE Publications

      Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

    • Managerial coaching as a workplace learning strategy

      Ellinger, A. D., Hamlin, R. G., Beattie, R., Wang, Y-L. & McVicar, O., 2011, Supporting Workplace Learning: Towards Evidence-based Practice. Poell, R. F. & van Werkom, M. (eds.). Springer

      Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

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