Erik de Haan

Erik de Haan
Hult International Business School · Ashridge Centre for Coaching

MSc, MA, PhD

About

83
Publications
34,216
Reads
How we measure 'reads'
A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text. Learn more
963
Citations
Introduction
My research is on leadership, organisation-development consulting, action learning, peer consultation, politics and power in organisations, executive coaching and emotional aspects of working in teams and organisations. I have published more than two hundred (practitioner / academic) articles and 14 books. My first book retold King Lear and its lessons for managers and consultants (1997) - English title: The consulting Process as Drama.
Additional affiliations
November 2009 - present
Vrije Universiteit Amsterdam
Position
  • Professor
February 2003 - present
Ashridge Business School
Position
  • Managing Director

Publications

Publications (83)
Article
Full-text available
Previous studies examining coaching outcomes generally rely on cross-sectional data which limits our understanding of the enduring and long-term effects of coaching. To address this issue, this study, based on longitudinal data, explores several popular variables associated with coaching outcomes. The study is underpinned by Lambert’s [(1992). Lamb...
Chapter
Full-text available
In this study, descriptions of critical moments of coaching as experienced by both executive coaches and their clients are analyzed and compared, to find out more about what works in coaching conversations. This is a real‐time direct‐comparison study of coaches' and clients' critical‐moment experiences with data collected straight after mutual coac...
Chapter
Previous studies on the effectiveness of coaching have focused on positive outcomes that clients, coaches, and organizational colleagues attribute to engaging in coaching overall. In this study descriptions of critical moments of coaching as experienced by executive‐coaching clients, their coaches, and their sponsors are analyzed and compared, to f...
Article
Full-text available
Context-sensitivity appears to be a key factor in developing the knowledge base of coaching as a change process. As an alternative perspective to the more widely held cause–effect explanations on coaching, this view puts the focus on clients and their contexts as integral to understanding how coaching might work and why it is effective. In response...
Article
Full-text available
This article critically reviews two recent, large-scale, randomized controlled trials in executive coaching, to drive further exploration into the topic of the coaching relationship as a predictor of coaching outcome. One of the trials was designed at senior levels in an industrial setting and the other was an experiment with coaching in a business...
Article
Full-text available
There is substantial evidence that qualitative research in executive coaching has come of age in the previous decade. Two large research programs have yielded consistent and quantifiable results, and a range of case studies, field studies and process research is inspiring newer quantitative-research designs. This study contains a first rigorous, sy...
Article
Full-text available
Purpose Gender differences in leadership and issues around differential progression of male and female leaders are receiving more attention in the fields of human resource and leadership development. However, little is known about how interventions designed to support female leaders are being experienced within real-world contexts of global organiz...
Article
Full-text available
Executive coaching is widely used as a tool to develop leaders and organizations. However, despite the popularity of coaching, the effect of coaching on relevant leadership performance measures remains unclear. We report on the development of a model for coaching effectiveness predicting that aspects common to all approaches are the main active ing...
Chapter
Wer im Coaching tätig ist oder Coaching in Anspruch nehmen möchte, ist interessiert daran zu wissen, was diese sehr persönliche Dienstleistung wirkungsvoll macht. Da an diesem Prozess und deren abschließender Beurteilung viele Parteien (Coach, Coachee, Auftraggeber) beteiligt sind und der Prozess eine hohe Komplexität aufweist, ist es nicht verwund...
Article
Full-text available
This is a study of coaching behaviors both as reported by executive coaches, consultants, and managers and by the coaches’ clients. We present a conceptual model of coaching behaviors that is comprehensive, intuitive, and easily quantifiable. We then introduce a questionnaire, based on the model, that has been in use for several decades. The latest...
Chapter
Wer im Coaching tätig ist oder Coaching in Anspruch nehmen möchte, ist interessiert daran zu wissen, was diese sehr persönliche Dienstleistung wirkungsvoll macht. Da an diesem Prozess und deren abschließender Beurteilung viele Parteien (Coach, Coachee, Auftraggeber) beteiligt sind und der Prozess eine hohe Komplexität aufweist, ist es nicht verwund...
Article
Full-text available
Der Autor befasst sich damit, wie Management, Coaching und Supervision zusammenarbeiten können, um die Risiken einer starken Führungsorientierung zu mildern. Er untersucht, wie eine Führungskraft, die ihr eigenes Führungsverhalten ändern und ihre verletzliche „Schattenseite“ integrieren will, ihre Qualität als Führungskraft erhalten und verbessern...
Chapter
Wer im Executive Coaching tätig ist, weiß, wie viel Zeit benötigt wird, bis man sich einen guten Namen gemacht hat, und mit wie viel Mühe es verbunden ist, weiterempfohlen zu werden. Er weiß um seine eigenen Stärken, kennt, wenn er aufrichtig ist, sowohl Coachings, die keine zufriedenstellenden Resultate hervorbrachten, als auch solche, die hoch ef...
Article
Full-text available
This large-scale study of executive coaching explores the perceived effectiveness of coaching from the perspectives of coach, coachee, and sponsor, and potential active ingredients including the coach–coachee working alliance, coachee self-efficacy, personality, and “personality match” between coach and coachee. Using a retrospective design, data w...
Chapter
Das Praxisfeld des Führungskräfte-Coachings ist in jüngster Zeit erheblich gewachsen. Der empirischen Forschung zufolge, welche die Wirksamkeit des Coachings von Führungskräften untersucht, aber mit den Entwicklungen auf diesem Gebiet kaum Schritt zu halten vermag, gibt es zahlreiche personenbezogene und organisationale Vorteile, sich auf eine solc...
Article
In his influential book Capital in the 21st Century Thomas Piketty (2014) shows that the present rate of return on capital being higher than economic growth is leading to increasing wealth and income inequality, which ultimately stifles our growth and prosperity. For some time I have noticed a similar pattern applying to top leadership in corporate...
Article
The history of consulting dates back to the original 'intervention' of the serpent in the Garden of Eden, and today's consultants have just as dubious a reputation. They are tempted by flattery and over-assessment of their abilities, and run the risks of uncertainty, responsibility without authority and loss of control. In order to steer a middle c...
Article
Full-text available
The field of executive coaching has grown considerably in recent times. The empirical research conducted to explore the effectiveness of executive coaching, which has struggled to keep pace with developments in the field, suggests there are many personal and organisational benefits from engaging in an executive coaching relationship. However, the r...
Article
Full-text available
This article argues for a new way of studying executive coaching outcomes, which is illustrated with a study based on data from 156 client–coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as is demonstrated in rigorous...
Article
Full-text available
Descriptions of critical moments of coaching, defined as exciting, tense, or significant moments from the time spent in the coaching conversation experienced by an executive coach and one of his clients, are analyzed and compared. Positioned within a tradition of analyzing critical-moment descriptions, the study makes use of data collected immediat...
Article
Full-text available
The authors would like to thank the 71 executive coaching clients who have participated in this research, and also Tracey Field (Ashridge Consulting) and Eileen Mullins (Ashridge Centre for Business and Society) for inviting participants and looking after the web‐based questionnaire. Thanks are also extended to Ginny Flynn (Hay Group) for allowing...
Article
Full-text available
Sixty-seven past and present clients of executive coaching wrote to us about the critical moments they experienced, and we interviewed eight of these. Our analysis indicates that for clients critical moments are not obviously essential to all good coaching. When critical moments do occur, they are positive and linked with important outcomes for cli...
Article
This article has no abstract
Article
Full-text available
I don't understand. I just don't understand. (…) I don't understand it at all. I just don't understand.' 'What's wrong? What don't you understand?' 'I've never heard such a strange story.' 'Why don't you tell me about it?' Opening lines of Rashomon (1950), Akira Kurosawa. Purpose: In this study descriptions of critical moments of coaching as experi...
Article
Full-text available
Purpose – There is a hidden paradox inherent in the ideal of continuing professional development (CPD) for executive coaches, stemming from the fact that the coach wishes to retain or preserve the freshness and openness of a “beginner”, whilst also acquiring greater robustness and resilience in the face of difficult assignments. The paradox reminds...
Article
Full-text available
How can coaches learn from moments and incidents in their own practice, particularly from moments that somehow feel critical? How can they improve working with the tension and anxiety that such moments will generate, and how might they even make use of such tensions? This is the first report of a research project into critical moments in coaching p...
Article
Full-text available
A recent study of critical moments of relatively inexperienced coaches in their first year of formal coaching activities yielded new perspectives on the doubts and dilemmas faced by coaches during their coaching conversations (De Haan, 2008). This led me to question whether these same doubts and dilemmas would remain as coaches gained experience or...
Article
Full-text available
This paper presents the findings of a qualitative research study into Coaches' experience of critical moments in the coaching relationship. Interviews were completed with a total of 28 experienced coaches. The research highlighted that critical moments are unforeseen and characterised by intense emotions and anxiety within the coaching relationship...
Article
Full-text available
Action learning and peer consultation are ways of learning with fellow professionals that are gaining in popularity. In small groups, professionals submit work-related issues for systematic discussion with colleagues. This study examined whether the promise of action learning is indeed realized. The study involved a written questionnaire containing...
Chapter
Project-based action learning is a way of setting up peer consultation in existing teams, such as project groups or management teams. The team members become ‘comrades in adversity’ (Revans, 1978), who help each other through a common project and learn from it as it unfolds, while they feed the learning back into the project itself and their profes...
Chapter
Armed with the knowledge about learning and learning styles gained in Part III, we can take another look at the practice of peer consultation. Where exactly does peer consultation fit in within Kolb’s learning styles? It has been suggested (e.g. in McGill and Beaty, 1992, or in Weinstein, 1995) that action learning stimulates the whole learning cir...
Chapter
In peer consultation, a professional with a work-related issue can be helped to decide on a course of action in relation to the issue raised. As issues contributed to a consultation group can range from problems, questions, and specific difficult situations to more general topics, ‘issue’ is used here as an umbrella term. The professional contribut...
Article
The use of nonspatial attentional mechanisms in search tasks was investigated by presenting observers with stimuli that contained 4-12 elements located on a circle around the fixation point. The elements differed in one of six nonspatial 'dimensions', namely orientation, contrast, scale, number of cycles, 'shape', and place in the alphabet. The tar...
Article
The perception of surface relief from random shading patterns is measured by having observers adjust three-dimensional local probes, the projections of which are superimposed on the image. Three observers perform four settings of 91 probes on each of 14 images. These images are generated by calculating the Lambertian reflectance of a random superpo...
Article
Human discrimination of edge curvature was investigated over a 2-decade range of curvatures. The luminance profile of the edge pattern was either sharp or blurred on a scale that varied over a range of almost 2 decades. The experiments with curved blurred stimuli can also be regarded as investigations of contrast discrimination in which a blurred b...
Article
We investigated the segmentation of texture pairs that were samples of one-dimensional binary visual noise. The stimulus consisted of an array of 5 x 8 squares separated by two-dimensional noise borders of varying width. The squares were filled with vertical black or white stripes of random width. The task was to detect the presence of a target squ...
Article
Virtual Peer Consultation is an exciting and growing field that offers a truly innovative way of learning, leading to different learning experiences and outcomes. Its development has been spurred by a wide range of global and societal trends, such as increasing globalisation of organisations, travelling cost containment, security concerns, not to m...
Article
Full-text available
past and present clients of executive coaching wrote to us about the critical moments they experienced, and 8 of them were then interviewed by us. Our analysis of their critical moments indicates that ∞ For Clients Critical Moments are not an obvious concomitant of all good coaching. ∞ When Critical Moments do occur they are generally positive and...
Article
Full-text available
This paper presents the findings of a qualitative research study into Critical Moments in the coaching relationship. Interviews were completed with a total of 28 experienced coaches. The research highlighted that critical moments are unforeseen and characterised by heightened emotions and tensions within the coaching relationship. Many of the Parti...
Article
Full-text available
Supervision is a collaborative learning practice to continually build the capacity of anyone working in the helping professions, such as social workers, therapists, pastors, organization consultants, and coaches. The social-work profession claims a significant role in the development of supervision in the helping professions with arguably the most...
Article
Full-text available
These are extraordinarily difficult times for the global economy. We are witnessing the deepest recession of a lifetime and a drying up of credit in (almost) all quarters. This has created a situation where many of those who have the capability and desire to turn this economy around and create new growth and new wealth are unable to bring the requi...

Network

Cited By

Projects

Project (1)
Project
This book will be the first summary of all (or most) qualitative research in coaching. It will come out with Routledge next month. And followed up by a book summarizing all (most!) quantitative research in coaching next year.