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Open research questions in Coaching Methods and Impact

79 unresolved questions extracted from the limitations and future-work sections of 1,911 Coaching Methods and Impact papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • 1 Limitations A limitation of this study is that it only covered one case and can therefore only be seen as a basis to form hypoth- eses regarding the potential outcome of applying the DSC to SOOTs.

    Digitally supported coaching and its application to developing self-organizing teams · 2024 · DOI

  • Most of professional training programs contain the following elements:• using active listening and open questions to tackle issues such as pupil behaviour, • reaching their full potential by putting in place realistic goals and plans to achievethem,• taking responsibility for their own progress through change,• building rapports that can turn previously difficult interactions into productive ones.

    Not teaching, but coaching creating a self-development culture in a classroom · 2020 · DOI

  • In light of this trend, against the limited literature on coach mentoring and the risks of superficial treatment by coach education systems, this article critically discusses the role of the mentor in coach development, the nature of the mentor–mentee relationship, and, most specifically, how expertise in the mentee may best be developed.

    Making Mentoring Work: The Need for Rewiring Epistemology · 2016 · DOI

  • , 2007; Ippolito, 2010), but insufficient research has explored how secondary coaches attempt to impact adolescent literacy in unfamiliar disciplines and the ways instructional coaches use coaching practices to negotiate disciplinary tensions.

    Coaching Heavy as a Disciplinary Outsider: Negotiating Disciplinary Literacy for Adolescents · 2014 · DOI

  • However, the problem is that there is no agreement in the literature over the managerial coaching competencies (Hagen, 2012), and thus is difficult to establish training needs.

    How to Tell If Managers Are Good Coaches and How to Help Them Improve during Adversity? the Managerial Coaching Assessment System and the Rational Managerial Coaching Program · 2013

  • Design/methodology/approach The study involved a web‐based questionnaire (163 closed and three open questions) completed by 71 executive coaching clients shortly after the beginning of their coaching contract and by 31 of those again approximately six months later.

    Executive coaching in practice: what determines helpfulness for clients of coaching? · 2011 · DOI

  • Some studies have examined humor in organizations (Yarwood, 1995), but other forms of playful communication have not been studied, including how playful communication works in the mentoring process.

    Playful Communication in Mentoring. · 2005

  • anatomical and mechanical principles for PHYSIOLOGICAL FOUNDATIONS OF COACHING I. Physiological Factors A. The following areas of physiology are essential to the coach in order to provide him with an understanding of how the human organism fuiKtions. 1. Central nervous system: motor functions 2. Nervous system: sensory functions 3. Properties and constituents of the blood 4.

    Certification for High School Coaches · 1968 · DOI

  • It also provides two important tools for measuring the level of self-differentiation and the level of possession of a set of necessary marital life skills, so that they can be used later in further studies on the same topic or similar family topics.

    The Effectiveness of a Counseling Program Based on Experiential Therapy in Enhancing Marital Life Skills and Self-Differentiation Among a Sample of University Students · 2026 · DOI

  • Despite growing interest in mentorship as a youth development strategy, limited research explores how sport organizations understand and deliver mentorship programming for girl-identifying youth in Canada.

    Mentoring for the Positive Youth Development of Girls in Sport: Sport Organization Perspectives and Practices · 2026 · DOI

  • Background Formal coach development programs (CDPs) are central to national sports accreditation systems, yet little is known about the implementation fidelity of introductory, policy-based coaching courses.

    Barriers and enablers of a formal coach development program: a multi-perspective process evaluation · 2025 · DOI

  • To date, little is known about helping professionals’ views on self-care as it relates to personal and professional practise: especially during a worldwide pandemic where the demand for health-oriented services is amplified.

    <i>Coaches Deserve the Care and Attention They Are Nurturing in Others:</i> exploring co-active life coaches’ perspectives on professional practise and self-care during the COVID-19 pandemic · 2023 · DOI

  • Indeed, some of the mixed results concerning the efficacy of executive coaching appear anchored to the confusion and surrounding ambiguity of the episodic and processual nature of coaching.

    Managing metaphors – executive coaching and the role and power of analogy · 2023 · DOI

  • There is wide recognition in early childhood fields that coaching is important to a professional's development and growth in general, but little is known about coaching home visiting professionals in particular.

    Coaching home visitors: A thematic review with an emphasis on research and practice needs · 2022 · DOI

  • However, findings are scarce as to how coaches proceed during the initial phase in coaching and recent reviews therefore call for research that investigates how coaches determine the focus of the coaching intervention.

    Initial exploration in workplace coaching: coaches’ thematic and methodological approach · 2021 · DOI

  • While there is limited scholarship outlining what effective supervision should entail, the frameworks available to intentionally guide supervisory skill development is sparse.

    Examining the Impact of Restorative Practices on Supervison Skill Development in Student Affairs · 2021 · DOI

  • Purpose: Despite the recruitment of foreign sport coaches being a relatively long-standing phenomenon, there is limited research examining the experiences of foreign coaches working in globalised high-performance sport contexts.

    Blending and becoming: migrant Chinese high-performance coaches’ learning journey in Australia · 2019 · DOI

  • CONTEXT: Although conceptually attractive, coaching in medicine remains ill-defined, with little examination of the transferability of coaching principles from other fields.

    Where philosophy meets culture: exploring how coaches conceptualise their roles · 2019 · DOI

  • Although a coaching leadership style has an inherent advantage in predicting the subordinates' career success, there is still little known about the linkage and the specific process by which coaching leadership influences career success.

    Coaching leadership and subordinates' career success: The mediating role of leader–member exchange. · 2019 · DOI

  • Coaching has been shown to improve the use of evidence-based instructional practices (EBIPs), but relatively few studies have been conducted to assess the effectiveness of coaching for adults belonging to minority groups and paraprofessionals in public elementary school settings.

    Improving the Use of Evidence-Based Instructional Practices for Paraprofessionals · 2017 · DOI

  • She combines her executive coaching work as an independent practitioner with writing, presenting and occasional lecturing, and has an interest in undertaking further research on the coaching relationship.

    Spring issue 2015: International perspectives on coaching · 2015 · DOI

  • Although recommended as an approach to improving school leaders’ practises, especially for novices, the processes of cognitive coaching for veteran leaders are underreported.

    Posing questions for leadership development and practise: a coaching strategy for veteran school leaders · 2015 · DOI

  • Research limitations/implications – This research indicates that investment in valid scales for use by direct reports to measure the coaching expertise of their managers is warranted.

    Measuring coaching: behavioral and skill-based managerial coaching scales · 2015 · DOI

  • Future research should explore how managers can be supported in making a valid assessment of the team’s reflective capabilities and in adjusting their coaching interventions accordingly.

    Can managers coach their teams too much? · 2015 · DOI

  • She combines her executive coaching work as an independent practitioner with writing, presenting and lecturing, and has an interest in undertaking further research on the coaching relationship.

    How do we know whether coaching actually works? Furthering our evidence base · 2014 · DOI

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79 open questions have been extracted from the limitations and future-work passages of 1,911 Coaching Methods and Impact papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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