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Journal articles on the topic 'Executive coaching'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

Bhatia, Divya, Asha Naik, and Pramod Damle. "Executive Coaching." International Journal of Virtual and Personal Learning Environments 12, no. 1 (March 31, 2023): 1–8. http://dx.doi.org/10.4018/ijvple.309718.

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Executive coaching has acquired a significant position in the world of developmental interventions in human resources development. Similarly, another trend spotted over the past two decades is reduction in the age group of senior and top executives. As the managers reach the top slots at young ages, it is imperative that their coaching needs must be re-assessed on the backdrop of the traditional needs of their relatively elder counterparts. Hence, the study was undertaken to understand the coaching needs expectations of young executives below 40 years of age. This paper presents the findings based on these young executives' responses on the related parameters (e.g., firm and faster decision making, acquisition of new knowledge, certifications, refining the presentation skills, better time management, strict financial controls and planning, technological updates, wider reading, better communication, listening skills, empathy, and career opportunities). The paper concludes with a few pointers for coaching for young executives and paves the way for further research in this area.

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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.

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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.

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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.

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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.

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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.

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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.

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Levinson, Harry. "Executive coaching." Consulting Psychology Journal: Practice and Research 48, no. 2 (1996): 115–23. http://dx.doi.org/10.1037/1061-4087.48.2.115.

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Blackman‐Sheppard, Gabrielle. "Executive coaching." Industrial and Commercial Training 36, no. 1 (January 2004): 5–8. http://dx.doi.org/10.1108/00197850410516049.

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7

Orenstein, Ruth L. "Executive Coaching." Journal of Applied Behavioral Science 38, no. 3 (September 2002): 355–74. http://dx.doi.org/10.1177/0021886302038003006.

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Baron, Louis, Lucie Morin, and Denis Morin. "Executive coaching." Journal of Management Development 30, no. 9 (September 20, 2011): 847–64. http://dx.doi.org/10.1108/02621711111164330.

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9

Dean, Mark L., and Andrew A. Meyer. "Executive Coaching." Journal of Leadership Education 1, no. 2 (December 1, 2002): 3–17. http://dx.doi.org/10.12806/v1/i2/rf1.

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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.

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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.

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Dagley, Gavin. "Human resources professionals’ perceptions of executive coaching: Efficacy, benefits and return on investment." International Coaching Psychology Review 1, no. 2 (November 2006): 34–45. http://dx.doi.org/10.53841/bpsicpr.2006.1.2.34.

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Objectives:Human resources (HR) professionals represent a large and relatively untapped source of experiential knowledge about executive coaching. The purpose of the study was to record the perceptions of these HR professionals.Design:The study was a survey design.Methods:The practitioners completed structured interviews to elicit their perceptions of the overall efficacy of executive coaching, the specific benefits derived and drawbacks experienced from the programmes, their estimates of the cost/benefit of the programmes, and their interest in using executive coaching in the future.Results:As a group, the 17 participants were responsible for more than 1000 individual executive coaching programmes and $15.4 million of expenditure on executive coaching in the preceding two years. The practitioners indicated strong support for the use of coaching in the future, and all rated their programmes as at least moderately successful. The practitioners also identified a large range of benefits for the individual executives and a smaller range for the organisations. The two most commonly expressed drawbacks were difficulty with executives making time for sessions and the expense of executive coaching. Although the practitioners indicated that benefits exceeded costs, only one practitioner indicated completing formal measurement of return on investment.Conclusions:Discussion included consideration of the pressure for more structured and measurable intervention approaches, and the influence such approaches may have on the efficacy of the programmes themselves.

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Stevens, John H. ,. Jr. "Executive Coaching From the Executive's Perspective." Consulting Psychology Journal: Practice and Research 57, no. 4 (2005): 274–85. http://dx.doi.org/10.1037/1065-9293.57.4.274.

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Offstein, Evan H., Ronald L. Dufresne, and John S. Childers Jr. "Executive coaching explained: the beginnings of a contingency approach." Journal of Management Development 39, no. 9/10 (September 9, 2020): 1041–56. http://dx.doi.org/10.1108/jmd-01-2020-0023.

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PurposeIn this paper, we problematize the prevailing assumptions in the executive coaching literature that effective coaching is deliberative, trust-based and relational in nature, thereby requiring significant time investment before the focal leader might realize enacted benefits from the coaching. Contrary to these prevailing assumptions, we propose five contingencies wherein a more direct, performance-first approach to coaching may be more effective.Design/methodology/approachThis conceptual paper reviews relevant literature to develop testable propositions regarding directive coaching contingencies.FindingsWe develop propositions that argue executive coaches will need to employ a more directive, urgent and accountable coaching relationship when the executive's career is in jeopardy, the organization is in distress, if the leader needs to signal legitimacy, if the coaching occurs within the boundaries of a high reliability organization or if the coach is working with an executive who has interim status.Originality/valueThis paper intends to advance the theory and practice of executive coaching by challenging executive coaching orthodoxy regarding the need for a deliberative, relational approach to coaching. Future research should broaden this theorizing and empirically test our propositions.

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Webb, Peter J. "Back on track: The coaching journey in executive career derailment." International Coaching Psychology Review 1, no. 2 (November 2006): 68–74. http://dx.doi.org/10.53841/bpsicpr.2006.1.2.68.

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Executive career derailment seems to coincide with one of the most significant transitions in life – the midlife ‘crisis’. Career derailment is most commonly caused by insensitivity; both to others needs and to the individuals own developmental needs for authenticity. Executive coaches can form strong developmental relationships with derailed executives through engaging them in the behaviours of individuation and supporting the development of a more authentic self. Coaching is conceptualised as a ‘U-shaped’ journey exploring 5 levels of meaning: (1) the executive’s environment; (2) the executive’s behaviour; (3) attitudes, (4) deep structure of the person; and (5) deepest structure.

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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.

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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.

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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.

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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.

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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.

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Krausz, Rosa R. "Transactional Executive Coaching." Transactional Analysis Journal 35, no. 4 (October 2005): 367–73. http://dx.doi.org/10.1177/036215370503500414.

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Battley, Susan. "Executive coaching myths." Leader to Leader 2007, no. 44 (2007): 20–25. http://dx.doi.org/10.1002/ltl.227.

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Passmore, Jonathan, Brian O. Underhill, Marshall Goldsmith, and Mary Hughes. "Mastering Executive Coaching." Coaching Psychologist 15, no. 2 (December 2019): 55–58. http://dx.doi.org/10.53841/bpstcp.2019.15.2.55.

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Dagley, Gavin R. "Exceptional executive coaches: Practices and attributes." International Coaching Psychology Review 5, no. 1 (March 2010): 63–80. http://dx.doi.org/10.53841/bpsicpr.2010.5.1.63.

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Objectives:Human resources (HR) professionals responsible for purchasing executive coaching services represent a unique research resource as independent and invested observers of coaching practices. The research objective was to explore this group’s knowledge to better understand what differentiates the work of exceptional coaches.Design:The study was a survey design.Methods:Twenty experienced executive coaching purchasers completed 90-minute structured interviews based around a 40-item questionnaire regarding their experiences of locating and working with exceptional coaches. Saturation testing and a post-analysis survey provided support for the emergent themes.Results:Purchasers defined a ‘great outcome’ from coaching as ‘behaviour change.’ Descriptions of executive-coachees’ experiences grouped around themes of engagement, deeper conversations, insight and responsibility, and positive growth. The exceptional coaching capabilities that facilitated these experiences were: credibility, empathy and respect, holding the professional self, diagnostic skill and insight, approach flexibility and range, working to the business context, a philosophy of personal responsibility, and skilful challenging.Conclusions:Themes resolved into a process model of exceptional executive coaching that incorporated environmental, executive, and task characteristics as other influential factors. Discussion focused on the remedial implications of using behaviour change as the outcome definition. Despite this implication, executives nevertheless seemed to experience executive coaching as positive and, at times, transformational. The work of exceptional coaches may be at its most distinctive when the required behaviour change is particularly demanding, and when outcomes are based on transformational change.

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Wasylyshyn, Karol M., Hal S. Shorey, and Jason S. Chaffin. "Patterns of leadership behaviour: Implications for successful executive coaching outcomes." Coaching Psychologist 8, no. 2 (December 2012): 74–85. http://dx.doi.org/10.53841/bpstcp.2012.8.2.74.

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An analysis of 300 business executive coaching cases resulted in the identification of three leadership behaviour patterns. These patterns were conceptualised on a continuum of remarkable, perilous, and toxic behaviour. It is suggested that the ability to recognise where their clients are on this behavioural continuum may aid executive coaches in sustaining coaching traction and achieving successful outcomes. This article presents several factors in a coach/boss partnership approach that helped discern where these executives fell on this continuum, as well as preliminary psychometric data that indicate the empirical validity of these leadership behaviour patterns. Further, based on using this behaviour patterns information in hundreds of positive coaching outcomes, specific coaching guidance is also provided. This guidance is based on an insight-oriented coaching model focused on promoting behaviour change most often in the area of emotional intelligence (EQ). Helping remarkable executives to leverage their reciprocal engagement with others can accelerate coaching success with these leaders. Minimising executives’ deep-seated feelings of ‘unrequited work’ is key for the effective coaching of those with a perilous behaviour pattern. Leaders with predominately toxic behaviours warrant particular scrutiny at the needs assessment stage for they may or may not be viable coaching candidates.

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Kibe, James Kahugu, and Stephen Muathe. "Executive Coaching and Organisational Performance." International Journal for Innovation Education and Research 6, no. 1 (January 31, 2018): 11–26. http://dx.doi.org/10.31686/ijier.vol6.iss1.890.

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Executive coaching is now becoming paramount in any organization that values performance. However, there is scanty research on the relationship between executive coaching and organizational performance. The purpose of this study is to identify the contextual, theoretical, conceptual and methodological gaps that exist between executive coaching and organizational performance. The study has found out that relatively few theories link the two major variables in the study. Experiential leaning theory talks about learning experiences and outcomes of executives but fails to give a clear link of how the various outcomes lead to organizational performance. More so, cognitive behavior theory is more inclined to behavioral changes and self-driven scrutiny on finding fault in oneself with aid of Socratic questioning, but does not clearly explain how the changes lead to organizational performance. The systems approach sheds light on how the various systems in the organization can be amalgamated to give an effective leader but fails to indicate how effective leadership translates to organizational performance. The goal theory on the other hand explains how the various environment and personal aspects lead to goal attainment in the organization. However, learning and behavior change have not been used categorically to explain the goal attainment process. The empirical studies conducted tend to relate executive coaching to other variables such as job satisfaction, individual commitment, self-efficacy and self awareness in the western context but fails to associate the coaching exercise to organizational performance. Finally, few studies have employed inferential statistics to show the association between executive coaching and organizational performance. The fundamental conclusion therefore, is that the gaps mentioned and explained in this study need to be addressed in order to show if indeed there is any association. The study would help organizations in realizing that, the association between executive coaching and organizational performance has an impact in the firm.

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Libri, Vincenzo, and Travis Kemp. "Assessing the efficacy of a cognitive behavioural executive coaching programme." International Coaching Psychology Review 1, no. 2 (November 2006): 9–20. http://dx.doi.org/10.53841/bpsicpr.2006.1.2.9.

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Objectives:Cognitive behavioural techniques have been the mainstay of psychological treatment for many psychologists in clinical practice. However, there is little known in relation to the efficacy of cognitive behavioural techniques for performance enhancement within a non-clinical setting, such as those found in organisational environments. The present study examined the effects of a cognitive behavioural based executive coaching intervention for a finance sales executive.Design:A within subject, ABAB single case design was utilised in this study.Methods:The participant was a 30-year-old Australian male, employed as a full-time finance sales executive. Each phase of the single case design had a duration of three weeks. Follow-up measures were taken at six months (week 36) and at 18 months (week 88) after the conclusion of the intervention.Results:It was shown that a cognitive behavioural executive coaching programme enhanced a 30-year-old Australian male finance executive’s sales performance, core self-evaluation, and global self-ratings of performance following his participation in an executive coaching intervention.Conclusions:The present study suggests that executive coaches should consider incorporating cognitive behavioural techniques into their coaching programmes. Further research into executive coaching models, approaches and outcomes, is needed, particularly by academics within the field of organisational psychology.

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Jones, Renae A., Alannah E. Rafferty, and Mark A. Griffin. "The executive coaching trend: towards more flexible executives." Leadership & Organization Development Journal 27, no. 7 (October 2006): 584–96. http://dx.doi.org/10.1108/01437730610692434.

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Doherty, Martina, and Julia Papworth. "The ripple effect of executive coaching on employee wellbeing." Coaching Psychologist 20, no. 1 (June 6, 2024): 83–96. http://dx.doi.org/10.53841/bpstcp.2024.20.1.83.

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This quasi-experimental study explored the potential ripple effect of executive coaching on the wellbeing of coaching clients’ subordinates across six different measures. A coaching intervention was delivered to six executives with subordinate wellbeing measured before and after. No overall significant improvements were observed in subordinates’ wellbeing but significant improvements were found in workplace wellbeing among older employees (p <.05) and social wellbeingamong hybrid workers (p <.05). However, the pre-and post-test quantitative methodology means that the causal factors for these changes cannot be identified so we cannot definitively conclude that a ripple effect occured. This demonstrates the difficulty of measuring the impact of ‘real world’ coaching within complex organisational structures, adding to the discussion around the need for more research into the impact of systemic coaching to validate executive coaching as a value-enhancing intervention that can deliver organisational-wide benefits.

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Payne, Rick, Yi-Ling Lai, and Karen McBride. "How does executive coaching work? An investigation of the coach-coachee dyad." International Coaching Psychology Review 18, no. 1 (2023): 34–44. http://dx.doi.org/10.53841/bpsicpr.2023.18.1.34.

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This study investigates the coach-coachee dyad via accounts of how executive coaching works. Despite the increase of executive coaching research evidence, the voice of coachees is rarely heard. To develop a more holistic picture of an effective coaching engagement, semi-structured interviews based on the critical incident technique (CIT) were conducted with nine coach-coachee pairs recalling their recent coaching experiences. This study indicates the professional coaching relationship as essential in facilitating sustainable change and coaching outcomes. Four main themes are derived from the data – a supportive working relationship; exploratory processes; coach’s initiations to create a joint effort process – and the coaches as a positive social influence, these essential factors promote an effective professional relationship within the coaching dyad. This research extends contemporary coaching literature from a positivistic view to exploring critical aspects through the coach-coachee pair. Research results can offer guidance to coaching practitioners seeking to enhance the effectiveness of the coaching process and outcomes. Moreover, key factors that emerge from this study offer sponsoring organisations an insight of how executives experience change and development through coaching.

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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.

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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.

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Rook, Caroline, Thomas Hellwig, Elizabeth Florent-Treacy, and Manfred Kets de Vries. "Workplace stress in senior executives: Coaching the ‘uncoachable’." International Coaching Psychology Review 14, no. 2 (2019): 7–23. http://dx.doi.org/10.53841/bpsicpr.2019.14.2.7.

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PurposeWorkplace stress is becoming an acknowledged problem, and employee assistance programmes are widely invested into reducing workplace stress. However, there is still a group of people who are neglected: senior executives. There is a taboo among this group about admitting to overwhelming stress, as the executives themselves can consider it a sign of weakness. Executive coaches often pick up symptoms of underlying stress, including sleep deprivation, or substance abuse in leadership development programmes or executive coaching sessions. However, unless the coach is a trained stress expert, medical doctor, or psychotherapist, he or she may feel unequipped to help a senior executive deal with stress. This article introduces an interpretative protocol to gage senior executive stress to flag up potential stress issues and areas to be addressed in coaching or by health professionals.MethodsBased on a literature review on common workplace stress factors and symptoms, we identified five areas in which senior executive stress may arise. In a next step, following a psychodynamic approach, we developed an interpretative protocol that can be used in conversational or observational approach to gage stress in these areas.ConclusionsOur intent was to achieve a delicate balance between flexibility, face validity, and academic rigour. The protocol helps the coach to detect and interpret stress indicators despite possible self-deception and impression management by the coachee.

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Kombarakaran, Francis A., Julia A. Yang, Mila N. Baker, and Pauline B. Fernandes. "Executive coaching: It works!" Consulting Psychology Journal: Practice and Research 60, no. 1 (March 2008): 78–90. http://dx.doi.org/10.1037/1065-9293.60.1.78.

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Robinson-Walker, Catherine. "Reflections on executive coaching." Nurse Leader 3, no. 1 (February 2005): 24–27. http://dx.doi.org/10.1016/j.mnl.2004.11.007.

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Glunk, Ursula, and Beth Follini. "Polarities in executive coaching." Journal of Management Development 30, no. 2 (February 8, 2011): 222–30. http://dx.doi.org/10.1108/02621711111105795.

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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.

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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.

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McKenna, D. Douglas, and Sandra L. Davis. "Hidden in Plain Sight: The Active Ingredients of Executive Coaching." Industrial and Organizational Psychology 2, no. 3 (September 2009): 244–60. http://dx.doi.org/10.1111/j.1754-9434.2009.01143.x.

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We propose that I/O psychologists who coach executives have overlooked psychotherapy outcome research as a source of information and ideas that can be used to improve our executive coaching practices. This research, based on thousands of studies and many meta-analyses, has converged on the conclusion that four “active ingredients” account for most of the variance in psychotherapy outcomes. We describe how this literature has identified four primary “active ingredients” that account for most of the variance in psychotherapy outcomes: 1) Client/extratherapeutic factors (40%), 2) The relationship or alliance (30%), 3) Placebo or hope (15%), and 4) Theory and technique (15%). Working on the assumption that psychotherapy and executive coaching are sufficiently similar to justify generalization from one domain to the other, we describe these four active ingredients at length and explore how they may be at work in the executive coaching process. We also suggest that I/O psychologists have training and experience that allows us to leverage some of these active ingredients in our executive coaching (e.g., understanding of client individual differences related to coaching outcomes). But we also have areas of weakness (e.g., building a strong working relationship with an individual client) that may need to be bolstered with additional training and development experiences.

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Bluckert, Peter. "Critical factors in executive coaching – the coaching relationship." Industrial and Commercial Training 37, no. 7 (December 2005): 336–40. http://dx.doi.org/10.1108/00197850510626785.

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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.

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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.

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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.

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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.

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Ellam-Dyson, Victoria, and Stephen Palmer. "The challenges of researching executive coaching." Coaching Psychologist 4, no. 2 (August 2008): 79–84. http://dx.doi.org/10.53841/bpstcp.2008.4.2.79.

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With the push for evidence based practice in the coaching and coaching psychology fields, the research base of studies measuring the effects of coaching is increasing. However, despite the increase in coaching research there is still a lack of studies using randomised controlled trials (RCT). This article discusses some of the difficulties associated with researching executive coaching in applied settings and why RCTs are not numerous

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Olson, Paul O. "A review of assumptions in executive coaching." Coaching Psychologist 4, no. 3 (December 2008): 151–59. http://dx.doi.org/10.53841/bpstcp.2008.4.3.151.

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A version of this paper was presented at the 3rd National Coaching Psychology Conference in December, 2007.This paper is a more elaborate version of a speech given at the 3rd National Conference of the Special Group for Coaching Psychology in 2007. It looks at a diversity of definitions of coaching and executive coaching as well as reviews available research from a business perspective. The executive context has several unique features and the article concludes that executive coaching needs to be different from other types of coaching.

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Dendrino, Dragoș-Daniel, and Marius-Florin Ghiberdic. "Executive Coaching and Organizational Performance – A Bibliometric Approach." Proceedings of the International Conference on Business Excellence 18, no. 1 (June 1, 2024): 2472–91. http://dx.doi.org/10.2478/picbe-2024-0208.

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Abstract The study examined from a bibliometric approach the published materials concerning executive coaching and the link with organizational performance from the last 5 years. There are almost no bibliometric analyses regarding the executive coaching topic and there is a need to have an overview of this topic to further analyze it. The research was performed using the bibliometric methodology and had as the main objective to gain an overview of the research literature on executive coaching and explore the study materials concerning the relationship between coaching and organizational performance. The analysis focused on the WoS Core Collection and revealed an elevated interest in research on executive coaching with a constant increase in the number of published materials every year. United States, UK and South Africa were the leading countries in the study of executive coaching. The study analyzed 250 sources and revealed that UK and Sout Africa published most of the materials on the subject. The affiliation analysis revealed that South Africa has the leading affiliation for the executive coaching topic. The study analyzed the basic biometric metrics as the structure of relevant sources, authors, affiliations and documents and also advanced analysis as clustering and thematic map. This bibliometric analysis can serve as an alternative approach for summarizing datasets on executive coaching topics, allowing for the mapping of existing knowledge and the identification of potential avenues for future research.

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Steiner, Susan, Deirdre P. Dixon, and Mary Anne Watson. "MBA Coaching Program: Best Practices for Success With Limited Resources." Management Teaching Review 3, no. 1 (August 2, 2017): 86–97. http://dx.doi.org/10.1177/2379298117723315.

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Professional coaching has been touted as a highly effective approach to helping executives and managers enhance their organizational acumen and interpersonal skills. In the past several years, a number of prestigious, top-ranked MBA programs have established one-on-one coaching programs to attract students by offering “executive treatment before the title.” Coaching, however, does not have to be the purview of larger, prestigious, resource-rich universities. We offer robust coaching services to students with limited university resources. From its modest beginnings 15 years ago, our MBA Coaching Program recently received national recognition. This article highlights the challenges and decisions that those wishing to undertake a coaching program should consider.

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Binstead, Toni, and Anthony M. Grant. "An exploratory study of Australian executive coaches." International Coaching Psychology Review 3, no. 1 (March 2008): 43–56. http://dx.doi.org/10.53841/bpsicpr.2008.3.1.43.

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Objectives:This exploratory study sought to extend the limited knowledge base about the executive coaching industry in Australia.Design:A qualitative process of emergent thematic coding using information from participants.Methods:28 Australian executive coaches were interviewed using a qualitative conversational interviewing methodology. Participants were recruited using a snowball survey method in which each participant recommended other potential participants.Results:The findings were that the executive coaching practitioners in this research use a variety of alternative titles apart from ‘executive coach’ and supply other services in conjunction with executive coaching. Additionally it was found that, contrary to previous Australian research, the majority of executive coaching practitioners in this research could identify their direct competitors by name. Also in contrast to past research, most of the participants in this study were trained to recognise mental health problems. The most commonly seen mental health issues in this sample’s clients were stress, depression and anxiety, with personality disorders rarely observed. No coaches in this study charged under A$200 per hour and the majority of participants charged between A$400 and A$799 per hour.Conclusions:The findings in the present study differ in many respects from past research into the Australian coaching industry, particularly in relation to the levels of competitive awareness found in past research into Australian business coaching firms. There may be important differences between Australian executive coaching practitioners and those coaches who specialise in business coaching. Limitations to the study are discussed and suggestions made for future research.

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Lentini, Steve. "Navigating Conflict between BOGs and C‐suite: Lessons for Dynamic Companies." Board Leadership 2024, no. 193 (May 10, 2024): 5–8. http://dx.doi.org/10.1002/bl.30263.

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Steve Lentini is founder and CEO of Positive Intelligence, an executive coaching service that helps CEOs and other C‐suite executives get the best out of their teams. In this article, he discusses how to navigate potential conflicts between boards of directors and executive management teams, who can often have opposing goals.

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Agrawal, Arvind N. "Executive Coaching for Cultural Transformation." NHRD Network Journal 9, no. 3 (July 2016): 28–31. http://dx.doi.org/10.1177/0974173920160308.

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Stern, Lewis R. "Executive coaching: A working definition." Consulting Psychology Journal: Practice and Research 56, no. 3 (2004): 154–62. http://dx.doi.org/10.1037/1065-9293.56.3.154.

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Wasylyshyn, Karol M. "Executive coaching: An outcome study." Consulting Psychology Journal: Practice and Research 55, no. 2 (2003): 94–106. http://dx.doi.org/10.1037/1061-4087.55.2.94.

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Tamir, Lois M., and Laura A. Finfer. "Executive coaching: The age factor." Consulting Psychology Journal: Practice and Research 68, no. 4 (2016): 313–25. http://dx.doi.org/10.1037/cpb0000069.

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Schalk, Milena, and Jon Landeta. "Internal versus external executive coaching." Coaching: An International Journal of Theory, Research and Practice 10, no. 2 (April 15, 2017): 140–56. http://dx.doi.org/10.1080/17521882.2017.1310120.

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du Toit, Angélique. "A guide to executive coaching." Development and Learning in Organizations: An International Journal 19, no. 2 (April 2005): 11–12. http://dx.doi.org/10.1108/14777280510580672.

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Smeltzer, Carolyn Hope. "The Benefits of Executive Coaching." JONA: The Journal of Nursing Administration 32, no. 10 (October 2002): 501–2. http://dx.doi.org/10.1097/00005110-200210000-00004.

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