To see the other types of publications on this topic, follow the link: Coaching, effectiveness, executive coaching, executive development.
Journal articles on the topic 'Coaching, effectiveness, executive coaching, executive development'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Coaching, effectiveness, executive coaching, executive development.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
De Villiers, Rouxelle. "Optimizing corporate control through executive development: The role of coaching." Corporate Ownership and Control 10, no. 1 (2012): 559–72. http://dx.doi.org/10.22495/cocv10i1c6art1.
Full textAbstract:
Executive skills can be enhanced through coaching, thereby optimizing corporate outcomes. This paper reviews academic work in order to develop an integrative framework for understanding executive development through coaching – with specific reference to information and knowledge flow, control and strategy development. Thus, the paper should advance future research in executive coaching by (i) providing a theoretical framework to scaffold scholarly studies; (ii) expanding the conceptual boundaries of executive coaching; and (iii) offering some suggestions for empirical research studies. To guide future research the framework highlights several selected challenges in global executive development. A discussion of possible criteria of executive coaching effectiveness completes the framework. Practicing executives, practitioner coaches and strategists would benefit from the engagement with key issues with regard to executive coaching within the organization.
2
Wasylyshyn, Karol M. "A road resisted: ‘Fakers’ in executive coaching and how to avoid wasting company resources on them." Coaching Psychologist 16, no. 1 (June 2020): 34–40. http://dx.doi.org/10.53841/bpstcp.2020.16.1.34.
Full textAbstract:
While executive coaching (EC) persists as a major development resource for senior business leaders, an untold story is that some leaders actually ‘fake’ their participation. In doing so, they fail to evolve as leaders and they waste company resources. This article discusses key ‘faking’ factors and underscores the criteria of ideal executive coaching clients – especially those who are focused on making behavioural changes that will strengthen their leadership effectiveness. Finally, a convenient checklist is provided for company EC decision makers as a tool for getting the most from executive coaching (i.e. not wasting executive development resources on EC).
3
Nelson, Eric, and Robert Hogan. "Coaching on the Dark Side." International Coaching Psychology Review 4, no. 1 (March 2009): 9–21. http://dx.doi.org/10.53841/bpsicpr.2009.4.1.9.
Full textAbstract:
Dysfunctional personality characteristics can derail the career of an otherwise competent executive. Personality predicts both leadership effectiveness and derailment, and assessment of these characteristics is critical for effective coaching and leader development. This paper reviews the relationship between personality and leadership and offers a taxonomy of flawed interpersonal strategies that can degrade a leader’s capacity to build and maintain high-performing teams. Assessment of these dysfunctional dispositions facilitates the coach’s ability to build an effective coaching relationship, enhance the executive’s strategic self-awareness, and identify appropriate targets and strategies for intervention.
4
Rekalde, Izaskun, Jon Landeta, and Eneka Albizu. "Determining factors in the effectiveness of executive coaching as a management development tool." Management Decision 53, no. 8 (September 21, 2015): 1677–97. http://dx.doi.org/10.1108/md-12-2014-0666.
Full textAbstract:
Purpose – The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance. Design/methodology/approach – Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected. Findings – The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process. Practical implications – This research furnishes a quantitative criterion for the evaluation and ranking of the determining factors in coaching success, which facilitates a justified selection of factors, both for research and professional purposes. Social implications – This study makes it possible to better channel the allocation of resources and gearing of business decisions for the implementation of coaching programs. Originality/value – This paper provides a systematic review of the empirically based literature dealing with the main success factors in the effective application of executive coaching, and contributes new factors derived from the knowledge of professional experts, along with a classified and ranked list of those factors, assessed in terms of their relevance to the satisfactory outcome of a coaching process.
5
De Meuse, Kenneth P., Guangrong Dai, and Robert J. Lee. "Evaluating the effectiveness of executive coaching: beyond ROI?" Coaching: An International Journal of Theory, Research and Practice 2, no. 2 (September 2009): 117–34. http://dx.doi.org/10.1080/17521880902882413.
Full text
6
Schlüter, Jan H. "Impact of Intergenerational Patterns on Coaching Effectiveness." Coaching | Theorie & Praxis 7, no. 1 (November 8, 2021): 81–97. http://dx.doi.org/10.1365/s40896-021-00059-z.
Full textAbstract:
AbstractThis exploratory study examined the influence of intergenerational family patterns and transgenerational transmissions on coaching effectiveness. It specifically focused on the potential impact of coaches’ intergenerational patterns on their countertransference risks and development of coaching resources. Fifteen executive coaches were socioanalytically interviewed with a focused genogram and a self-as-instrument approach to understand the impact of intergenerational patterns and underlying family dynamics on coaching effectiveness. Results indicated a relationship between these factors and coaching effectiveness. This was especially the case with regard to the development of functional and adaptive coping behaviour rather than transmitting dysfunctional, maladaptive behaviour only. Analysing and debriefing live coaching situations with a focus on potential countertransference reactions would further validate these findings in future research. Given the results of this study, it seems essential to integrate the reflection of intergenerational patterns and related countertransference risks into the training and supervision of coaches.
7
Haan, Erik de. "The case against coaching." Coaching Psychologist 17, no. 1 (June 2021): 7–13. http://dx.doi.org/10.53841/bpstcp.2021.17.1.7.
Full textAbstract:
Unsurprisingly, strong and growing interest in the effectiveness of workplace and executive coaching is yielding an increasing and consistent body of significant findings. Firstly, over the past 25 years coaching has enjoyed sustained growth inside larger organisations, with processes, codes of conduct and qualifications becoming more and more standardised. This has helped researchers to increasingly find realistic setting for doing research. Secondly, coaching takes place in tightly contracted, delineated, one-to-one conversations which can be easily quantified for research purposes. With the interventions being limited to the conversations and the sessions normally taking place in a neutral venue, a natural laboratory situation for the measurement of effectiveness has emerged which cannot be found for adjacent fields such as mentoring, team coaching, process consultation, leadership development programmes and OD consulting. Over recent years, the focused study of ‘adverse experiences’ or ‘negative side effects’ of coaching has remained relatively small and mostly disjunct from the effectiveness studies. This article provides a full review and reappraisal of those studies into the case against coaching, integrating them with what is known about negative side effects within quantitative coaching research, and proposes a vision for carrying this research forward.Keywords:executive coaching; outcome research; effectiveness of coaching; side effects; null findings.
8
Marshall, Nancy L., Wendy Wagner Robeson, and Joanne Roberts. "Integrating Intervention Approaches: Development and Initial Testing of an Early Childhood Education Intervention." Journal of Applied Social Science 14, no. 2 (August 10, 2020): 178–94. http://dx.doi.org/10.1177/1936724420947011.
Full textAbstract:
Early care and education program interventions often focus on providing training, sometimes combined with coaching, to classroom educators. However, such interventions are uneven in their effectiveness. We describe the development of the Ready Educators Quality Improvement Pilot (REQIP), an intervention that integrates two approaches—one that focuses on the workforce through training and coaching at the educator level, and another approach that focuses on the program in which the educators work, through executive coaching for administrators and consultations on the classroom, building spaces, and curriculum materials. Ten center-based programs and over 60 educators participated in a 19-month intervention and evaluation. This article discusses the challenges faced during implementation and implications for practice, results of the evaluation, and implications for other applications of social science.
9
Tee, David, Kantz Misra, Gareth Roderique-Davies, and David Shearer. "A systematic review of coaching client characteristics." International Coaching Psychology Review 17, no. 1 (2022): 50–74. http://dx.doi.org/10.53841/bpsicpr.2022.17.1.50.
Full textAbstract:
With increasing evidence about the effectiveness of workplace and executive coaching as an organisational development intervention, research has turned to the components that may predict coaching outcome variance. The ‘common factors’ model from therapeutic outcome research suggests that ‘client and extratherapeutic factors’ is the single greatest contributing variable. This systematic review determines all statistically significant client factor variables from the peer-reviewed coaching research literature, with 17 distinct factors from quantitative studies and 22 factors from qualitative studies. It is hoped that the three most frequently identified client factors (‘willingness or motivation to change, ‘commitment to the relationship/process’ and ‘openness’) may be used as predictor variables in future research to bring focus to what has been a disparate field of study to date. Keywords: Coaching psychology; Common factors; Client factors; Coachability.
10
Rekalde, Izaskun, Jon Landeta, Eneka Albizu, and Pilar Fernandez-Ferrin. "Is executive coaching more effective than other management training and development methods?" Management Decision 55, no. 10 (November 20, 2017): 2149–62. http://dx.doi.org/10.1108/md-10-2016-0688.
Full textAbstract:
Purpose The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods. Design/methodology/approach A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions. Findings The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use. Practical implications Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training. Originality/value In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.
11
Burrell, Darrell Norman. "Assessing the Value of Executive Leadership Coaches for Cybersecurity Project Managers." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (April 2019): 20–32. http://dx.doi.org/10.4018/ijhcitp.2019040102.
Full textAbstract:
With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.
12
MacKie, Doug. "The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study." Consulting Psychology Journal: Practice and Research 66, no. 2 (2014): 118–37. http://dx.doi.org/10.1037/cpb0000005.
Full text
13
Winum, Paul C. "Effectiveness of a High-Potential African American Executive: The Anatomy of a Coaching Engagement." Consulting Psychology Journal: Practice and Research 57, no. 1 (2005): 71–89. http://dx.doi.org/10.1037/1065-9293.57.1.71.
Full text
14
Perkins, Robert D. "How executive coaching can change leader behavior and improve meeting effectiveness: An exploratory study." Consulting Psychology Journal: Practice and Research 61, no. 4 (December 2009): 298–318. http://dx.doi.org/10.1037/a0017842.
Full text
15
BOGATYREV, EVGENY. "Coaching as management style and technology for professional development of civil service personnel." Public Administration 23, no. 3 (2021): 20–23. http://dx.doi.org/10.22394/2070-8378-2021-23-3-20-23.
Full textAbstract:
The article discusses the methodology of coaching as management style and technology for professional development of civil service personnel in executive bodies. The author mentions the problem of developing the employee’s potential, self-realization in the process of training as well as improving personal and professional efficiency. In this study, special attention is paid to improving the effectiveness of human potential. Currently, personnel management and its professional development should be considered as an inseparable process, since it has largely exhausted its resources and does not give the necessary effect. Traditional training does not ensure that personnel receive appropriate competencies that are in demand at the increasing pace of economic development and other spheres of modern life. Today, personnel management is still carried out through the distribution of powers and responsibilities, setting tasks and passing instructions, stimulating and motivating, encouraging and punishing, but at the head of this process should be a concern for creating conditions and atmosphere for realizing person’s natural ability to learn and think independently, that is, a strategy for managing professional development.
16
Gallego-Toledo, Juan-Maria. "Cultural profiling and a Chinese experience." Journal of Chinese Human Resource Management 6, no. 2 (October 12, 2015): 120–32. http://dx.doi.org/10.1108/jchrm-09-2015-0014.
Full textAbstract:
Purpose This paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops. Design/methodology/approach Despite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures. Findings The paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid. Originality/value The paper offered a fresh look at proliferating culture profiling tools.
17
Dwyer, Laura Paglis. "Leadership self-efficacy: review and leader development implications." Journal of Management Development 38, no. 8 (September 9, 2019): 637–50. http://dx.doi.org/10.1108/jmd-03-2019-0073.
Full textAbstract:
Purpose The purpose of this paper, on self-efficacy and leadership, has two objectives. First, it comprehensively reviews approximately 25 years of research on leadership self-efficacy (LSE), beginning with LSE measurement and related criticisms. Findings concerning LSE’s relationships with leader effectiveness criteria, as well as individual and contextual influences on LSE, are presented. Second, it examines the evidence on efficacy enhancement interventions and offers some preliminary recommendations for increasing LSE through leadership development programs. Design/methodology/approach The author conducted a comprehensive literature review of the existing research on LSE, covering the main contributors to this research stream and their findings. Findings The review revealed substantial diversity in LSE construct development and measurement approaches. Regarding LSE and leader effectiveness, many studies reported positive relationships with potential, performance and behavioral ratings of leaders. Collective (team) efficacy has emerged as a significant mediator between LSE and group performance. Influences on LSE include several of the Big Five personality traits, while contextual antecedents are under-researched, and potentially fruitful areas for further study. Executive coaching and mentoring, as well as cognitive modeling techniques and training in constructive thought patterns, received support for enhancing LSE in developing leaders. Originality/value This paper’s review and implications should be of substantial value to current and future LSE researchers, as it summarizes past research, synthesizes the findings to draw out common themes and consistent, corroborated findings, and identifies opportunities for future research. For practitioners, the reviewed research on interventions for increasing LSE through leadership development programs provides practical guidance.
18
Gan, Geok Chew, and Chin Wei Chong. "Coaching relationship in executive coaching: a Malaysian study." Journal of Management Development 34, no. 4 (April 13, 2015): 476–93. http://dx.doi.org/10.1108/jmd-08-2013-0104.
Full textAbstract:
Purpose – In order to bridge the gap and provide organizations with practical assistance in dealing with the effectiveness of executive coaching. The purpose of this paper is to investigate the association between coaching relationship which constitutes of rapport, trust, commitment and match with coaching effectiveness in Malaysia using a quantitative research method. Design/methodology/approach – Based on the extensive review of the current literature, rapport, trust, commitment and coach-coachee match with coaching effectiveness are investigated through questionnaire. Objective-driven model which focuses on the extent to which coaching objectives have been met, is used to measure the effectiveness of executive coaching. Findings – The main results of the multiple regressions demonstrate that both rapport and commitment significantly influence coaching effectiveness. These findings provide a basis for developing a quality relationship to advance the executive coaching and HRM research literature. Practical implications – The practical implication of this study could be useful for HCM managers, who want to enhance leadership capabilities through executive coaching engagement that support their organizations performance. Originality/value – This Malaysian study will build upon the existing knowledge by investigating the factors contributing to quality coaching relationship from the coachee’s viewpoint.
19
Peitzmeier, Julia. "Executive Coaching: Client’s Coachability As Requirement For Coaching Effectiveness?" Academy of Management Proceedings 2021, no. 1 (August 2021): 11567. http://dx.doi.org/10.5465/ambpp.2021.11567abstract.
Full text
20
Bozer, Gil, James C. Sarros, and Joseph C. Santora. "Executive coaching: Guidelines that work." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 9–14. http://dx.doi.org/10.1108/dlo-05-2013-0020.
Full textAbstract:
Purpose – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. Design/methodology/approach – This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching. Findings – Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization. Originality/value – The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.
21
Allen, Stuart, and Louis W. Fry. "Spiritual development in executive coaching." Journal of Management Development 38, no. 10 (November 11, 2019): 796–811. http://dx.doi.org/10.1108/jmd-04-2019-0133.
Full textAbstract:
Purpose Spiritual topics emerge in executive leadership coaching. However, the scholarly literature has emphasized the performance development aspects of executive coaching (EC) more than the development of executives’ inner lives, although there is some evidence of practitioners addressing spiritual topics. Executive leaders have spiritual needs and executive coaches may be well positioned to address the intersection of the leaders’ work and spiritual lives, provided coaches observe skill boundaries and the limitations of the coaching context. The purpose of this paper is to discuss the merits of including spiritual development (SDev) in EC and how executive coaches can incorporate it in their practice. Design/methodology/approach EC, SDev and spiritual direction are compared, drawing attention to conflicting and complementary aspects of SDev applied in EC. Organizations’, clients’ and coaches’ likely concerns about such integration are explored and addressed. Suitable contexts, principles, a basic developmental framework and practical steps for executive coaches considering the inclusion of SDev in EC are proposed. Findings The paper provides coaches, consultants, executives and those charged with executive development with a foundational understanding of the role of SDev in EC. Originality/value A framework is provided for professionals involved in executive management development to address executive leaders’ spiritual needs through EC.
22
Bozer, Gil, James C. Sarros, and Joseph C. Santora. "Academic background and credibility in executive coaching effectiveness." Personnel Review 43, no. 6 (August 26, 2014): 881–97. http://dx.doi.org/10.1108/pr-10-2013-0171.
Full textAbstract:
Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes. Design/methodology/approach – These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies. Findings – A coach's academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self-awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self-reported job performance. Originality/value – Findings should assist businesses and educators in improving the formal preparation of coaches and in better identifying and selecting competent coaches. This may lead to better executive coaching design, implementation, and outcomes. Recommendations for future research are provided.
23
Maltbia, Terrence E., Victoria J. Marsick, and Rajashi Ghosh. "Executive and Organizational Coaching." Advances in Developing Human Resources 16, no. 2 (February 13, 2014): 161–83. http://dx.doi.org/10.1177/1523422313520474.
Full textAbstract:
The Problem Differing perceptions of what constitutes executive coaching core competencies by academic and coach preparation programs, credentialing associations, and practitioners obfuscates clarity of definition, roles, and implementation. This lack of clarity and agreement can confuse practitioners and slow progress in theory-building, research, and executive coach development. The Solution This article examines diverse ways that executive coaching is defined and distinguished. Professional associations have shaped membership, credentialing, and accreditation based on different competencies. The article describes four executive coaching roles and six enabling core coaching competencies, and it draws implications for navigating, researching, and practicing in the diverse terrain of executive coaching, in and for, organizations. The Stakeholders Practitioners might be interested in a map of the coaching terrain that Enables them to better choose among possible avenues toward coach preparation and professionalization. Researchers and theory builders might be interested in definitions and competency models to guide further investigation into coaching.
24
Augustijnen, Marie-Therese, Gila Schnitzer, and Raoul Van Esbroeck. "A model of executive coaching: A qualitative study." International Coaching Psychology Review 6, no. 2 (September 2011): 150–64. http://dx.doi.org/10.53841/bpsicpr.2011.6.2.150.
Full textAbstract:
Objective:This paper targets the development of an experimental based model of executive coaching using a qualitative analysis of interview data with coachees.Design:In this study data on the process of executive coaching were collected ex post facto with 10 persons who had gone through executive coaching during 2008–2009.Methods:The data were collected through semi-structured interviews and analysed following the grounded theory method.Results:The analysis of the interview data results in a coaching model constructed around six essential interconnected central themes. The six themes are divided into four phases related to the development of the coaching process and two central variables directing the development.Conclusions:The model of executive coaching developed in this study presents a coherent set of phases and variables and gives an insight into the development of a coaching process based on the experience of the coachee. The importance of the model lies in the indication of how the coaching process evolves, under which circumstances an executive coaching process can start and which variables play a role in continuing and completing a coaching process. Study limitations are discussed.
25
Gehlert, Kurt M., Thomas H. Ressler, Nicholas H. Anderson, and Nicole M. Swanson. "A method to improve the coach-participant match in executive coaching." Coaching Psychologist 9, no. 2 (December 2013): 78–85. http://dx.doi.org/10.53841/bpstcp.2013.9.2.78.
Full textAbstract:
To prepare executives for the competitive and dynamic world of business, MBA and EMBA programmes have begun using executive coaching to develop high-functioning executives. Of the top 10 EMBA programmes discussed in the 2011 US News and World Report, all offered some form of executive coaching to their students. Despite this, many programmes are unsure of how to effectively utilise coaching with their students. This article presents a four-step method developed to facilitate student self-awareness and optimise matching with an executive coach. Because of the critical importance of the coach-participant match in coaching outcome, this method is presented as a way to optimise the efficiency and effectiveness of executive coaching with MBA and EMBA students.
26
Boysen-Rotelli, Sheila. "Executive coaching history: Growing out of organisational development." Coaching Psychologist 16, no. 2 (December 2020): 26–34. http://dx.doi.org/10.53841/bpstcp.2020.16.2.26.
Full textAbstract:
The aim of this conceptual review paper is to uncover the link between coaching psychology and organisation development. While coaching is one of the fastest-growing professions, it has been argued to lack good research data. Nonetheless, executive coaching has grown from a rogue and unstandardised process to a profession with proven results and a credentialing process. Upon exploring the history of the coaching psychology intervention as it has grown into a profession, it is evident that executive coaching has a connection to the business world and truly started to define itself in the 1980s. Its roots clearly define its strong ties to the organisation development field as a positive-focused development tool which is exemplified through numerous coaching outcome studies. It is hoped that more collaborative studies can be undertaken between the OD consultants and the coaches to improve organisational performance both at the micro (individual) and macro (organisation) level.
27
Ramsey, Nakisha, Darrell Norman Burrell, and Amalisha Sabie Aridi. "Exploring Executive Coaching as a Smart Education Employee Development Tool for Executive Women in Complex Organizations." International Journal of Smart Education and Urban Society 12, no. 3 (July 2021): 11–28. http://dx.doi.org/10.4018/ijseus.2021070102.
Full textAbstract:
Over the past 10 years, executive (leadership)-based coaching with senior managers has become widely adopted by the corporate community and is quickly expanding into nonprofit and governmental sectors. Leadership coaching has been mainly for the purpose of improving or enhancing management skills; however, there are many personal aspects involved such as the enhancement of behavior. Adapting a leader's behavior is accomplished through such tools as individual assessments, feedback, developmental planning, executive coaching, and implementation of a plan. In reviewing the literature, it was found that focusing on appropriate combinations of key factors such as applying coaching within the relationship and effectively employing a women's leadership development program (WLDP) can effectively facilitate women's leadership development. This article represents a real-world coaching framework that can be implemented effectively in a variety of professional educational programs in organizations.
28
de Haan, Erik, and Anna Duckworth. "Signalling a new trend in executive coaching outcome research." International Coaching Psychology Review 8, no. 1 (March 2013): 6–19. http://dx.doi.org/10.53841/bpsicpr.2013.8.1.6.
Full textAbstract:
Purpose:This contribution argues for a new way of studying executive-coaching outcome. The argument accepts that we are not likely to get rigorous data on coaching outcome from well-designed clinical trials in the near future, and assumes a degree of effectiveness that is based upon the first indications and the more rigorous studies that have been undertaken in psychotherapy. Assuming a moderate degree of effectiveness has afforded a concerted effort amongst researchers to identify the ‘active ingredients’ which predict the effectiveness of executive coaching.Design/Methodology:This article contains a detailed overview of the quantitative studies of executive coaching undertaken to date. It covers both the body of evidence which we believe substantiates our key assumption of general effectiveness and some early research findings resulting from using that assumption. It also gives a brief overview of the findings of the more rigorous randomised control trials in psychotherapy outcome. Altogether we believe we have demonstrated that there are sufficient parallels between the new path of coaching outcome research and the well-trodden path of psychotherapy research to enable the exploration of ‘active ingredients’ research in executive coaching.Results:By combining the early results in coaching research described in this paper and the overview of meta-analysis studies in the parallel field of psychotherapy, we have been able: (1) to show that – although the effect sizes in coaching are generally found to be smaller than in psychotherapy – it is safe to assume that executive coaching is generally an effective intervention, and: (2) to use that assumption as a basis for further coaching research. We have used this assumption ourselves to carry out research into the ‘active ingredients’ of effective coaching and to design a new research programme on a scale that has not previously been possible.Conclusions:It is time now to be creative and pull together the limited resources for research we have in coaching psychology. As a profession we should make the most of this opportunity to discover how we might improve our service to our clients.
29
Mbokota, Dr Gloria, Prof Kerrin Myres, and Dr Sunny Stout-Rostron. "Exploring the Process of Transformative Learning in Executive Coaching." Advances in Developing Human Resources 24, no. 2 (March 23, 2022): 117–41. http://dx.doi.org/10.1177/15234223221079026.
Full textAbstract:
Problem The important role played by executive coaching in the development of leaders is well established in the literature. While some scholars suggest that executive coaching fosters transformative learning (TL), there is insufficient empirical evidence to support this. Solution This study set out to investigate the process of TL in executive coaching from the coachee’s perspective. A longitudinal multiple case study was adopted to examine how three key transformative learning elements—disorienting dilemma, critical reflection, and rational dialogue—occurred in an executive coaching engagement and the learning outcomes that emerged. A key finding was that, in addition to the three accepted elements, there is a fourth element (acceptance) that precedes the rational dialogue. The results of this study informed the development of a transformative learning model, which could guide future research, theory, and practice in the field of human resource development (HRD). Stakeholders The study will benefit scholars and practitioners in the fields of human resource development, executive coaching and leadership development.
30
de Villiers, Rouxelle, and Vida Botes. "The impact of skills development interventions on corporate control: Executives’ & directors’ coaching." Corporate Board role duties and composition 9, no. 3 (2013): 50–65. http://dx.doi.org/10.22495/cbv9i3art5.
Full textAbstract:
Senior decision-makers require knowledge, skills and attributes to pro-actively navigate the business environment in search of optimal organizational outcomes. Increasingly executive coaches are employed to develop these leadership competencies. The paper integrates literature findings from human resource development, organizational behavior, management and psychology disciplines and posits a framework for effective triadic coaching relationships. The model includes requirements for positive performance results, corporate governance, strategy and organizational change outcomes. The study concludes with a number of detailed suggestions for better practice of executive coaching for non-executive directors, practicing executives and consultants. The cautionary notes regarding limitations and impact of coaching and incompetency training on strategy and proprietary intelligence make an important contribution to the body of knowledge regarding executive coaching.
31
Saporito, Thomas J. "Business-linked executive development: Coaching senior executives." Consulting Psychology Journal: Practice and Research 48, no. 2 (1996): 96–103. http://dx.doi.org/10.1037/1061-4087.48.2.96.
Full text
32
Gopal, Kaushik. "Facilitating Leadership Development: Executive Coaching, a Framework." NHRD Network Journal 3, no. 2 (April 2010): 52–55. http://dx.doi.org/10.1177/0974173920100209.
Full text
33
Dyer, Thomas J. "Executive development: outer goals and inner coaching." Employment Relations Today 29, no. 1 (2002): 55–61. http://dx.doi.org/10.1002/ert.10027.
Full text
34
Sijabat, Rauly, and Pramudianto Pramudianto. "Efektifitas Executive Coaching Pada Tipe Kepemimpinan Transformasional Dan Transaksional." Jurnal Administrasi Bisnis 8, no. 2 (November 19, 2019): 101–10. http://dx.doi.org/10.14710/jab.v8i2.25257.
Full textAbstract:
Executive coaching that considers leadership types has the potential to change behavior that can improve individual and organizational performance. This is what prompted a study to determine the effectiveness of giving executive coaching on the types of transformational and transactional leadership.The design of the study designed in this study is mixed-factorial design 2x2 between-within subject. The first factor is executive coaching which consists of two levels, namely executive coaching and no executive coaching and the second factor is the type of leadership which consists of two levels, namely transformational and transactional on proactive influence tactics rational persuasion, inspirational appeals, consultation, collaboration. The data measured or observed in this study is the sales performance of the experimental participants consisting of sales heads and key account heads in automotive multinational companies.The findings of this study indicate that this type of transformational leadership with executive coaching has proven to be more effective in improving sales head and key account head sales performance. Furthermore, this study also shows that in the type of transformational leadership, the proactive collaboration and consultation influence tactics proved to be more effective while the transactional leadership type will be more effective in proactive rational and inspirational tactics.
35
Grine, Fadila. "Empowering Muslim Women Though Executive Coaching & Mentoring." International Journal of Nusantara Islam 2, no. 1 (June 9, 2014): 54–68. http://dx.doi.org/10.15575/ijni.v2i1.48.
Full textAbstract:
This paper examines the role and effect of executive coaching and mentoring on the empowerment of Muslim women and enhancing their levels of contribution. It further substantiates the manner in which executive coaching can accommodate both the nature and needs of Muslim women while further unleashing her respective talents, creativity and skills. The study further highlights the role and significance of coaching in spheres relevant to family, as well as social and career development. This study highlights the use of the strategic technique for personal and leadership development set to explore talents, leaders and implicit abilities. Moreover, it exhibits the flexibility of self-coaching and its appropriateness for Muslim women, especially concerning self-development, which in turn influences social and institutional development. This inquiry highlights a number of practical results which emphasizes the viability and efficacy of executive coaching on personal and institutional levels as far as the making of better world for Muslim women is concerned.
36
Kuna, Shani. "All by Myself? Executives’ Impostor Phenomenon and Loneliness as Catalysts for Executive Coaching With Management Consultants." Journal of Applied Behavioral Science 55, no. 3 (March 13, 2019): 306–26. http://dx.doi.org/10.1177/0021886319832009.
Full textAbstract:
The scholarly literature regarding executive consulting relationships, typically labeled as executive coaching, tends to focus on the issue of its effectiveness. The fundamental question regarding executives’ desire to engage in this kind of intervention, whose benefits are considered ambivalent, has been mostly overlooked. Addressing this theme was the purpose of this exploratory study, in which in-depth interviews were conducted with 46 Israeli executives. Despite the executives’ explanation of executive coaching in rational terms of knowledge acquisition, the findings shed light on two phenomena that, surprisingly, have received limited attention: executive loneliness and impostorism. These intertwined experiences have been executives’ implicit catalysts for seeking help from management consultants. The study highlights the significant role of executive coaching as a means of emotional support for executive impostorism and loneliness. A major implication is the importance of providing managers promoted to senior positions with preparation for the emotional distress associated with their role.
37
Kovacs, Louise C., and Sarah Corrie. "Executive coaching in an era of complexity. Study 1. Does executive coaching work and if so how? A realist evaluation." International Coaching Psychology Review 12, no. 2 (September 2017): 74–89. http://dx.doi.org/10.53841/bpsicpr.2017.12.2.74.
Full textAbstract:
Objectives:Executive coaching is delivered within business environments that are highly complex and unpredictable. A current debate is whether novel approaches to coaching are needed to help leaders become skilled in navigating complexity. The objectives of this research were to: (i) develop a coaching framework for helping coaches work with complexity based on formulation; and (ii) support an emerging understanding of how executive coaching might exert its beneficial effects.Design:The study employed a realist evaluation methodology where a total of 37 participants were recruited through purposive sampling. Three separate cohorts (two of which received coaching based on the framework that was developed), contributed to an iterative process of data collection and analysis. The design followed a conventional research cycle of hypothesis testing and refinement, using a four-stage research cycle adapted from Blamey and Mackenzie (2007).Method:An in-depth review of the literature, interviews, focus group and a measure of leadership versatility (the Leadership Versatility Index; Kaiser & Overfield, 2010) were used to inform the development and refinement of a coaching framework for working with complexity.Results:In all cases the purpose of the coaching was realised, positive changes in navigating complexity were observed and a range of gains were demonstrated. Key mechanisms that determined the impact of the coaching were identified.Conclusions:A coaching framework that is based on formulation appears to offer a flexible, individualised approach to developing interventions that can be successfully used with leaders who are navigating complexity.
38
Feggetter, Amanda J. W. "A preliminary evaluation of executive coaching: Does executive coaching work for candidates on a high potential development scheme?" International Coaching Psychology Review 2, no. 2 (July 2007): 129–42. http://dx.doi.org/10.53841/bpsicpr.2007.2.2.129.
Full textAbstract:
Objectives:This paper describes a preliminary attempt to evaluate executive coaching for 10 members who are on a High Potential Development Scheme within the Ministry of Defence (MoD).Design:A multi-method approach was taken which comprised the use of questionnaires to survey scheme member’s perceptions, a Return on Investment (ROI) study and a follow-up of members to determine their success in gaining promotion.Results:The analysis showed that all 10 who had been coached rated their experience positively. All rated their own progress within the Development Scheme as High and in particular they perceived it was their leadership skills that had benefited. A preliminary ROI calculation also indicated that the benefits exceeded the costs. Other benefits included promotion, broader leadership skills, and skills transfer within the MoD.Conclusions:The results indicate that within the context of the Development Scheme coaching provides a potential financial ROI. The findings also show that coaching impacts positively on scheme members such that they are highly committed to demonstrating and exhibiting leadership behaviours and that there is some evidence of a broader impact on the Department as a whole with generalised skills transfer.
39
Woo, Soomuyung, and Youngchul Chang. "Executive coaching competency model development and needs analysis." Journal of the Korea Academia-Industrial cooperation Society 14, no. 11 (November 30, 2013): 5530–40. http://dx.doi.org/10.5762/kais.2013.14.11.5530.
Full text
40
Aridi, Amalisha Sabie. "Developing More Effective and Adaptive U.S. Governmental Healthcare Leaders." International Journal of Health Systems and Translational Medicine 2, no. 1 (January 1, 2022): 1–25. http://dx.doi.org/10.4018/ijhstm.314579.
Full textAbstract:
With the enormous number of deaths and hospitalizations related to COVID-19, the need for public health government leaders that are responsive and effective has never been more important. The purpose of this qualitative phenomenological study was to explore the lived experiences of 20 government supervisors who experienced executive coaching to illuminate patterns of effective and agile coaching practices by drawing from theories of experimental and interdisciplinary learning and transformational leadership models. This study proposes executive coaching as a potentially effective and functional methodology to solve this problem, and supports the government in understanding the practical and theoretical dimensions of executive coaching as a developmental method in U.S. government healthcare organizations. This research shows that coaching can be a useful tool to help in the development of more effective healthcare managers, many of which have only been extensively trained in clinical areas.
41
Lai, Yi-Ling, and Stephen Palmer. "Psychology in executive coaching: an integrated literature review." Journal of Work-Applied Management 11, no. 2 (September 2, 2019): 143–64. http://dx.doi.org/10.1108/jwam-06-2019-0017.
Full textAbstract:
Purpose The purpose of this paper is to identify essential psychological-informed executive coaching approaches that enhance the organisational learning and development process and outcomes through integrating existing research evidence. Since coaching has been widely used in leadership development related areas and previous studies confirmed that this generates positive effects on individual-level learning in the organisational setting. The identified frameworks and influential factors outlined in this paper can serve as explicit guidelines for the organisation and management team when setting selection and evaluation benchmarks for employing executive coaches. Design/methodology/approach An integrated review approach was applied to narratively synthesise 234 (k=234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten (n=10) experts in the field. Both qualitative and quantitative psychological-focused research evidence was included in this study. Findings First, certain psychological approaches, such as cognitive behavioural, solution-focused, GROW and strength-based approaches, were highlighted in current research evidence. Second, the essential factors and skills, for instance, building trust, transparency and rapport, and facilitating learning were identified. Third, the main organisational learning and development outcome evaluation methods were outlined in this review, such as the self-efficacy scale, organisational commitment, workplace psychological well-being, 360-degree feedback and the Multifactor Leadership Questionnaire. Research limitations/implications It is always challenging to integrate research evidence on coaching because of the diversity of theoretical disciplines upon which coaching interventions draw. Therefore, it is difficult to generate a meta-analytic review which can generate statistical results. This review also reveals room for improvement in the quality of existing coaching evidence in accordance with the criteria for evidence-based management or practice (Briner et al., 2009), such as research methodology and evaluation design. Moreover, there is a lack of evidence on this reflective process which helps professional coaches to ensure the quality of their practice and organisational support. Practical implications This review offers a new perspective on the role psychology plays in the organisational learning and development practices. The identified coaching approaches, influential interpersonal skills and outcome evaluation methods can serve as practical guidelines when applying external coaching to facilitate a better organisational learning and development process and outcome. Originality/value This is the first literature review to focus on contemporary psychological-informed coaching evidence (between 1995 and 2018) in the workplace setting. Despite the rapid growth in demand for professional coaching practitioners (International Coach Federation, 2016), there is a lack of research-informed evidence to overcome the challenges faced by organisations when employing external coaches, such as what selection criteria or evaluation benchmarks to use. This review takes a practical perspective to identify essential body of knowledge and behavioural indicators required for an executive coach to facilitate an effective learning and development outcome.
42
Passmore, Jonathan. "Addressing deficit performance through coaching – using motivational interviewing for performance improvement at work." International Coaching Psychology Review 2, no. 3 (November 2007): 265–75. http://dx.doi.org/10.53841/bpsicpr.2007.2.3.265.
Full textAbstract:
Resistance from coachees is a problem met by executive coaches in all fields. The continued interest in executive coaching by organisations has seen coaching beginning to be used more widely. An increasing number of low and average performing managers are following theirhigh performing peers into the executive coaching room. One particular challenge facing the coaching psychologist is how to engage individuals where motivation for change is low.This paper draws on a five-stage model for behaviour change and an approach developed in the clinical setting which can usefully be applied to executive coaching to help the coaching psychologist address some of these behavioural challenges and add to their core coachingtechniques through combining Motivational Interviewing (MI) techniques with their existing repertoire of skills.The paper starts with a review of the development of motivational interviewing, before moving to explore the evidence for MI as an intervention, which is largely within the health sector. The paper builds on this evidence by exploring how MI may be applied within non-clinical settings, as a tool to address poor performance resulting from low motivation to change.The paper also suggests other potential uses for MI such as in health coaching around stop smoking campaigns or obesity.
43
Murphy, Steven A. "Recourse to Executive Coaching: The Mediating Role of Human Resources." International Journal of Police Science & Management 7, no. 3 (September 2005): 175–86. http://dx.doi.org/10.1350/ijps.2005.7.3.175.
Full textAbstract:
This paper views the proliferation of executive coaching for developmental purposes as a sign of organisational deficits in the areas of leadership, mentoring, and formal training. Key coaching concepts are described in terms of their links to counselling psychology and are compared with foundational development activities to argue that coaching may be a facile response to more serious underlying deficiencies. A police organisation provides an interesting context to illustrate how coaching is uncritically embraced to bridge shortcomings in areas where human resource structures and processes should play a more active mediating role.
44
Longenecker, Clinton, and Mike McCartney. "The benefits of executive coaching: voices from the C-suite." Strategic HR Review 19, no. 1 (January 30, 2020): 22–27. http://dx.doi.org/10.1108/shr-06-2019-0048.
Full textAbstract:
Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.
45
Ellinger, Andrea D., and Sewon Kim. "Coaching and Human Resource Development." Advances in Developing Human Resources 16, no. 2 (January 28, 2014): 127–38. http://dx.doi.org/10.1177/1523422313520472.
Full textAbstract:
The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-examined and researched concept. The Solution The contributions in this issue address existing concerns in the literature by providing an overview of the theoretical underpinnings of coaching, synthesizing existing literature on research and practice related to genres, types and approaches to coaching, specifically executive coaching, managerial coaching, and action learning coaching. Furthermore, to spur research on coaching, a comprehensive review of currently available measurement instruments is provided. The Stakeholders Researchers and scholarly practitioners in the human resource development (HRD) field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.
46
Wilson, Wendy, and Carmelina Lawton-Smith. "Spot-Coaching: A new approach to coaching for organisations operating in the VUCA environment." International Coaching Psychology Review 11, no. 1 (March 2016): 24–38. http://dx.doi.org/10.53841/bpsicpr.2016.11.1.24.
Full textAbstract:
Objectives:This study evaluated the outcomes of a new delivery format for coaching in a volatile, uncertain, complex and ambiguous (VUCA) environment. It reviewed the impact on individuals of making external executive coaches available for individual coaching conversations to all employees at the TalkTalk Telecom Group. The research objective was to identify the potential contribution of this Spot-Coaching approach to individual development in a complex rapidly changing business environment.Design:A case study methodology was used to gather data from multiple stakeholders over a three-month period by independent researchers.Methods:The mixed method data collection included an online questionnaire, one-to-one interviews and a focus group.Results:Findings reported by participants included increases in confidence and communication skills, the development of personal responsibility and enhanced resilience. Results indicate that the Spot-Coaching model can be a valuable development tool for a wide group beyond the executive level. It also suggests that the delivery format common to executive coaching based on fixed and regular sessions with a consistent coach, may not be necessary or appropriate for all contexts in order to show positive results.Conclusions:Adapting coaching delivery to a more flexible and inclusive format that is in greater alignment with the culture operating in such VUCA contexts can deliver enhanced skills to organisations. In this study it appeared to encourage individuals to take greater personal responsibility for their own contribution and learning thus becoming more agile workers who can thrive in a constantly changing environment.
47
Borg Ellul, Duncan, and Tracey Wond. "The role and impact of executive coaching in the Maltese Public Sector." International Journal of Public Leadership 16, no. 2 (April 6, 2020): 145–73. http://dx.doi.org/10.1108/ijpl-11-2019-0075.
Full textAbstract:
PurposeThe present study aims to conduct a critical review of an existing set of practices within the Maltese public sector.Design/methodology/approachThis study is based on interpretivism (people-centred approach) embedded in a pragmatic research paradigm (the use of mixed methods).FindingsMisconceptions about the role and practice of executive coaching in Malta relates to the similar roles ascribed to mentoring, supervision, therapy, consultation, coaching, audit and watchdog under the misnomer of “coaching”.Research limitations/implicationsThe main contribution of this research is to the community of professional practitioners as well as to the Maltese central government to improve managerial effectiveness in the Maltese public sector with several endorsed policy-level recommendations presented in the study.Practical implicationsThe results suggest a restructuring of a well-defined, structures, systems and dynamics within the Maltese public administration, the ability by senior management including senior public officers (SPOs) to recognise high-potential talents, the need to expand leadership capacity, the establishment of a professional coaching body and a national coaching network framework.Originality/valueTo the best of the authors’ knowledge, this is the first study that investigates the role and impact of executive coaching in the Maltese public sector using quantitative and qualitative empirical data.
48
Paterick, Timothy. "Is There Value in Physician Coaching? Implementation of a New Paradigm." Healthcare Administration Leadership & Management Journal 1, no. 1 (February 8, 2023): 53–56. http://dx.doi.org/10.55834/halmj.2911548704.
Full textAbstract:
Coaching provides education, motivation, skill development, and insight when helping to facilitate an individual’s competency in and mastery of a particular discipline. Physician coaching has been identified as critical to physicians in the practice of medicine, administration, and leadership. Physician coaching impacts a broad swath of physician activities, including work–life balance coaching, executive coaching, leadership coaching, medical practice business coaching, career coaching, financial coaching, billing and coding coaching, HIPAA coaching, federal law and regulation coaching, prevention and treatment of burnout, and, ultimately, transition to retirement coaching. Physician coaching should be implemented across all physician practices.
49
Upadhay, Kapil Dev, and Dr (Prof ). Vijay Kumar Soni. "Effectiveness of Executive Coaching as a HRD Intervention in Management." Indian Journal of Applied Research 3, no. 3 (October 1, 2011): 181. http://dx.doi.org/10.15373/2249555x/mar2013/56.
Full text
50
Jones, Dilys. "Executive Coaching and its Role in Effective Leadership Development." International Journal of Leadership in Public Services 1, no. 1 (November 2005): 45–48. http://dx.doi.org/10.1108/17479886200500010.
Full text