| Abstract: | This article responds to "Coaching at the Top: Assisting A Chief Executive and His Team ' (M. M. Krajl, 2001 see record 2001-01213-005) by critiquing the article. It extends the discussion by focusing on the desired characteristics of a case study and how a professional literature can be derived from well constructed case studies. Applying these principles to Krajl's article, the author notes some issues concerning the intervention and preceding assessment, including the choice of the term coaching to describe complex and multifaceted interventions. (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
