The Triggering Effect of Business Coaching on Performance Psychology (original) (raw)
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In this study, the authors explore the effects of an executive coaching programme on important performance psychology variables (self-efficacy, causal attribution, goal setting, and self- determination). One hundred and forty-four executives and middle managers from a Fortune high-tech 500 company participated in the experiment over a period of one year. Twenty executives participated in an external executive coaching programme and one hundred and twenty four middle managers participated in a coaching based leadership programme. Findings indicate that there are significant effects of external coaching on psychological variables affecting performance such as self-efficacy, goal setting, intra-personal causal attributions of success and need satisfaction. Findings also indicate that there are significant effects of coaching based leadership on self-efficacy among middle managers. However, the effects regarding coaching based leadership are not as strong as those from external executiv...
The Effect from Coaching Based Leadership
Journal of Education and Learning, 2012
The main purpose of the present study was to implement an experiment to explore the effects from coaching based leadership on goal setting, self-efficacy, and causal attribution. The study comprised of 20 executives and 124 middle managers at a branch of a Norwegian Fortune 500 company who all voluntarily participated in an experiment over a period of one year. The executives who were randomly chosen for the experiment group conducted a coach specific training programme over one year and executed coaching based leadership with the middle managers in the experiment group. The study uses ANCOVA to explore possible effects from coaching based leadership on psychological variables that have an impact on performance. The ANCOVA analyses from this study supported none out of three proposed hypotheses. Only one significant change in the experiment group was found, as successful attributions to ability increased. This study raises important questions about coaching based leadership. The results are mainly discussed related to possible conflicting roles in coaching based leadership and possible lack of competencies among the executives to efficiently fulfil their roles as coaches. Coaching in business is a fast growing industry and this study is a contribution to expand the amount of empirical studies with an experiment-and control group design that explore the effects from coaching based leadership.
Coaching has established itself as a key component of employee learning and development. Yet, despite the prevalence and impact of coaching in organisations, there has been a lack of theory regarding the processes through which coaching behaviours influence outcomes for coachees (i.e. motivation, performance and wellbeing). As such, in the current review, we integrate theory from the emerging humanistic coaching literature with self-determination theory to explicate a process model of how different types of coaching practices (autonomy-, competency- and relatedness-supportive behaviours) that are integral to humanistic coaching influence employee outcomes through the attainment of psychological needs (autonomy, competence and relatedness). The proposed model has practical implications to enhance the success of coaching relationships, in addition to creating a stronger theoretical foundation upon which humanistic coaching research and practice can draw.
Coaching in the Field of Business Management
Journal of Management and Business: Research and Practice
Background: The article presents the research and its results concerning the perception of coaching as one of the effective tools for business managers. Aim: The aim of the paper is to highlight coaching as a powerful tool in the development of managerial skills and innovation potential. The aim of the research was to find out to what extent coaching is widespread among business managers, and whether it is accepted as one of the skills of managers, and if there exist relationships between the age and the individual elements of coaching in terms of work of a business manager. Methods and sample: The research was performed in 2019 via a questionnaire method (the KKMP questionnaire), combining quantitative Likert scaling with closed statements. 169 business managers from Slovakia voluntarily participated in it. Results: The results of the research confirmed the existence of statistically significant links among the individual elements of coaching in the business manager’s work, and bet...
IAEME Publications, 2021
There is the role of Leadership coaching in the development of work culture and work satisfaction in an organization. The sole focus of our discussion today is that only. In this piece of work, and overall outline will be provided on how Leadership coaching works. How leadership coaching can influence the work in an organization. Its role in increasing work satisfaction and interest in employees is huge. Research work should also be done backing up by a proper literature review. Various concepts, research, and many more would be discussed leading to an analysis that helps build up a proper recommendation for the scenario and helps finally concluding with the idea.
Impact of coaching on organizational learning and effectiveness
Journal of Social Sciences (COES&RJ-JSS) ISSN (E): 2305-9249 ISSN (P): 2305-9494, 2015
Many organizations keep recruiting coaching professionals for human resources development purpose and adopt coaching as an essential approach to achieve business goals because training and development is not enough for this era. Coaching is a dialogue process between the coach and the client (coachee). Coach asks questions and make coachee to realize his blind spots, enhance his strength and discover possibilities. Thus, coaching is adopted in order to create organizational effectiveness. The aim of the research is to understand and examine the impact of coaching on organizational learning and organizational effectiveness. Adoption of coaching as learning & development purpose ables to generate individual learning in order to generate collective learning, ultimately results organizational learning. "4i framework: intuiting, interpreting, integrating and institutionalizing" is also researched. It demonstrated the linkage of organizational learning, combination of individual's cognitive and behavioural operation. Personal learning lead Mentoring, Mentoring lead Career outcome is the proposed model. Qualitative research, focus group interview was conducted. Participants were the coaching service users who were working in different position from 4 different companies but in the same industry. The outcomes of the study indicate coaching as an effectiveness approach for both individual and organization development.
2014
The article tries to answer the research question: What is the potential additive effect on employee satisfaction and overall company performance when using managerial coaching model and its activities? The purpose of the article has been to form a model of managerial coaching and of the influence of its activities on employee satisfaction and overall company performance based on theory review and field study results. We have confirmed the two main hypotheses and all the secondary hypotheses with two empirical studies, one focused on the managers and the other on the employees. The topic is of practical value and it will help managers in Slovenia and abroad to understand the effect of the activities of coaching on employee satisfaction and overall company performance.
ASSESSMENT OF THE IMPACT OF COACHING ON THE ORGANIZATIONAL SURVIVAL
Abstract Purpose: The expansion of coaching in firms reflects its potential use as a tool to improve the development of human capital and of the firm itself. Nevertheless, research into the effects of coaching is lagging some way behind practice and there is a need to establish a theoretical framework capable of explaining how the coaching process proceeds and its outcomes. The goal of this research is to analyze the effects of coaching in both, employees’ development, and organizational performance. Thus, we extend Joo’s (2005) conceptual model by adding social exchange theory and the resource-based view, so as to develop a model that allow us to investigate coaching. Design/methodology/approach: We test our model on EMTS Etisalat Nigeria. The hypotheses were analyzed using structural equations modeling. Findings: Our results confirm that coaching has an influence on both individual performance and organizational performance indicators in EMTS Etisalat Nigeria. Besides, social exchange theory and the resource-based view, are a proper frameworks so as to study the effects of coaching. Practical implications: Coaching also help firms to improve their competitive position. Maximize benefits and minimize costs. We highlight several tips for practitioners in order to develop properly the coaching processes. Originality/value: Coaching helps firms improve their competitive position via effects on organizational performance, sales increases and productivity growth. Keywords: Coaching, resource-based view, social exchange theory.