Coaching High Workplace Performance

  • Michael E. Bernard


The scholarly context for the work to be reported on here is the coaching literature that attests to the positive impact coaching has on executive and management work performance (e.g., Theeboom, Beersma, & van Vianen, 2013) as well as the beneficial effect that rational-emotive and cognitive-behavior (RE-CB) coaching has on executive performance (e.g., Bozer & Sarros, 2012) and managerial skills (e.g., Ratiu, David, & Baban, 2017). Studies also demonstrate that RE-CB coaching leads to less work stress and higher levels of well-being (e.g., Gyllensten & Palmer, 2005; Turner & Barker, 2015) and increases resilience and goal attainment (e.g., Grant, Curtayne, & Burton, 2009). Additionally, important background is the finding from the positive psychology literature that strengthening psychological capital of individuals (resilience, optimism, self-efficacy, perseverance) (e.g., Luthans, Avey, Avolio, & Peterson, 2010; Newman, Ucbarsaran, & Hirst, 2014) enhances work performance.


Mindset Work performance Coaching REBT Management Executive leadership 


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Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  • Michael E. Bernard
    • 1
    • 2
  1. 1.Melbourne Graduate School of EducationUniversity of MelbourneMelbourneAustralia
  2. 2.College of Education, California State UniversityLong BeachUSA

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