Insights from Coaching Impact Research v7.pdf (original) (raw)
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Exploring the Benefits of a Coach Development Process ... on the Coach
International Journal of Human Resource Development: Practice, Policy & Research
This paper examines the extent to which a coach development programme benefits the coach beyond the boundaries of their coaching interventions. Much coaching research focuses on the impact of coaching on the coachee and the organization. This small research project considers the impact on the coach. Alumni from a higher education coach development programme were invited to share their perspectives on their post programme coaching and organizational experiences via focus groups. Our findings suggest that a learning process that encourages self-awareness, reflexive conversations and opportunities to reflect and consider one's coaching identity, enable coaches to apply their learning across a range of organizational scenarios, beyond their role as an internal coach. Organizational coaches report greater levels of confidence in their generic leadership roles and being perceived differently by others in their organizations, as a result of the coach development process. This study will be of interest to HRD practitioners considering an investment in developing internal coaches and to those involved in designing and delivering coach development programmes as the importance of teaching beyond coaching models and theory is demonstrated from this study. It may also help inform potential coach trainees considering embarking on a coach development programme, as the benefits can permeate all aspects of organizational performance.
Features of a coach: perspectives from the coachee
2015
Little critical, systematic, empirical research has been published on the effectiveness of coaching for either the individual or the organizations they work for despite the many articles written about coaching or how to coach (Joo, 2005; Leedham, 2005). "The literature on coaching has mushroomed over the past five years, reflecting the growth in coaching practice" (Passmore, 2010, p. 48). This emerging empirical literature offers an opportunity to begin to assess the many claims made for and about coaching. Much of the literature is based on coach perceptions or single cases of coachees (Passmore, 2010). This Coaching for Effectiveness survey was developed based on variables identified in a literature review and to test the extensive number of claims made by coaches. The survey was different from others previously conducted as it only gathered responses from a range of coaches. This study contributes to the literature and provides evidence for coaches, organizations paying...
Pulling Back the Curtain: What an Executive Coach Talks About
Social Science Research Network, 2016
After spending the early part of my career in OD utilizing everything from largegroup interventions to process consultation to Total Quality Management, the majority of my OD work in the past decade has been executive coaching. Affecting only one person at a time may seem like a small impact, but my experience has been that helping someone senior in an organization to grow and develop has had dramatic implications throughout that person's organizational span. Although large-group interventions may be the most public of OD interventions, executive coaching is the most private. Consequently, I've had several OD practitioners ask me how to get into that line of work. Most specifically, they have asked, "what do you talk about?" The purpose of this article is to pull back the curtain and reveal the most frequent topic that arises in my nearly twenty years of executive coaching. Executive coaching has been defined as a "helping relationship which is formed between a client who has managerial authority and responsibility in an organization and a professional coach" (Bennett & Bush, 2009, p. 2). The benefits of executive coaching are "fresh perspectives on personal challenges, enhanced decision-making skills, greater interpersonal effectiveness, and increased confidence…appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals" ("Benefits of Using a Coach", n.d.). I have only rarely worked with a "remedial" case in which the executive had a specific issue that her organization had identified and established a coaching relationship to "fix." Nearly all of my coaching Electronic copy available at: http://ssrn.com/abstract=2778112 2 | P a g e experiences have been with individuals who are seen as very capable, and yet are able to continue to grow and develop into an even more effective leader. Generally, the coaching relationship begins with a battery of assessments such as the MBTI, Workplace Big 5, FIRO-B, Change Style Indicator, and a wide variety of 360 instruments, sometimes a proprietary assessment developed by the organization.
Measuring the benefits obtained from the use of executive and organisational coaching is of interest both to coaching service providers and to the organisations who engage their services. Survey instruments, designed to measure coaching effectiveness, have emerged as a means of easy access to information on the success of the coaching provided to individual recipients (termed in this paper ‘coaching counterparts’). However, the appropriateness and reliability of the instruments used are critical to good-quality coaching evaluation. This paper argues that reliability tests should be undertaken, and assessments made, in terms of the general efficacy of any instrument that is used. It reports on a study that investigated the reliability of a custom-designed survey instrument, the Coaching Effectiveness Survey (CES) which was developed by the Institute of Executive Coaching and Leadership, a commercial coaching service provider and coach training organisation in Australia. Although the CES has been in use since 2005, this study was completed when a population size of 291 coaching counterparts was reached in 2011. Results revealed that the CES is a reliable survey instrument and that coaching counterparts were most satisfied with the coaching experience for developing benefits in key intrapersonal and interpersonal areas, and, importantly, self-efficacy. Finally, this paper reminds us that although no survey instrument is sufficient for measuring the human experience of coaching (the ‘immeasurables’), surveys can be a useful and convenient starting point for investigating coaching effectiveness.
COACHING FOR EFFECTIVENESS: INITIAL FINDINGS FROM AN INTERNATIONAL SURVEY
Business coaching has become a popular tool for human resource management with a number of advocates making a variety of claims about its benefits and practice. Despite its popularity, until recently there has been little published systematic empirical research into business coaching. This study clarified factors that make coaching effective and should be included in the coaching process. Six hundred and forty four industry professionals who had been through or were currently going through the coaching process responded to a questionnaire. The findings focus on the main components involved in the coaching process: the coach, the coachee, the organisation, the coaching process and the relationship between coach and coachee.
The coaching kaleidoscope: insights from the inside
Coaching: An International Journal of Theory, Research and Practice, 2010
This book continues a tradition from the executive education programs at INSEAD of taking us 'inside' their approaches to coaching and developing leaders. I admire their willingness to be transparent around their platforms, pedagogies and processes. While this new book does not offer a lot that is new to those of us who are familiar with their clinically-based programs, they deliver on their objective to 'go deeper into what actually happens in the processes of human transformation triggered by coaching interventions' (xvii). The Coaching Kaleidoscope provides a good introduction to many of their key frames and processes and, as such, it is valuable for those wanting to know more about how to apply a clinical psychology frame to organisational coaching and executive development. The book is timely because it draws on work with an international body of leaders to address the challenges of leading in 'an age of permanent, unrelenting change [where] the traditional business organisation of the past has disappeared, and for many people, the resulting uncertainty triggers fear, anxiety, distress, and resistance' (xxvi). My primary critique of the book is that it would have benefited from the use of more overt 'red threads' in order to weave together the chapters and themes into a more compelling and complete whole for the reader. My hope is that they will continue to engage us with reflections on their experiences and practices while also strengthening their arguments by incorporating more critical analysis of their work from both internal and external perspectives.
An Explorative Study of the Experiences of the Coach and Coachee during Executive Coaching
Journal of Social Sciences, 2013
The experiences of coaches and coachees in the process of executive coaching has not been extensively researched. The study aims to obtain an in-depth understanding of such experience from the perspecti ves of the parties involved. The research purpose was to explore the perceived value and experiences of the process of executive coaching for coach and coachee. Reliable information about the real nature of executive coaching is lacking. Although executive coaching is a popular leadership development strategy, few studies have investigated its real value. Various articles have been published, describing executive coaching and its value ma inly from the perspective of the coach. A case study design was used as it is regarded as a data collection method frequently associated with qualitative research. Purposive sampling was used to gather ten participants: five executive coaches and five coachees. Data were gathered through interviews and managed from a grounded theory perspect ive. Research quality was ensured through the criteria of transferability, credibility and dependability. Results indicated some significant positive and negative experiences from participants. These relate to issues such as emotional experiences, personal growth and benefits, diversity implications, leadership and management capabilities and the status of executive coaching. The findings can be utilised as information to coaches, managers and executives about the nature of executive coaching. The study contributes to expanding knowledge and understanding of the process and value of executive coaching.