Executive Coaching for Leadership in Organizations and Its Benefits for Managerial Performance-A Conceptual Study (original) (raw)
Related papers
A Literature Review on Executive Coaching
Training & Development Journal
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 ¼ 234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten (n ¼ 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.
The Influence of Executive Coaching on Organizational Performance
2014
A non-systematic literature review and a documental research were taken together as the basis for a conceptualization of executive coaching models currently in use in Brazil. Post-graduation thesis, books, published articles and business journals that were published in the past five years were reviewed. It was found that executive coaching is conceived as a leadership development program where the coach empowers the client and improves his decision-making process. However, Brazilian empirical literature is not clear about the real impact of executive coaching on a company’s performance. There was an important lack of specialized literature and it was hard understand empirically the influence of emotional intelligence and 360o evaluation on executive coaching process. Further empirical studies are needed for better understanding of theoretical models and better practices.
Examining the effectiveness of executive coaching on executives
2002
Executive coaching is one of the fastest growing executive development processes in adult learning. While it has been suggested by some authors that executive coaching has developed into an industry overnight, the process appears to have been more gradual. There is general agreement however, that as a learning process, executive coaching is still 'forming its identity'. Due to new organisational cultures and structures placing a premium on the executives who head public and private corporations, executives must expand their knowledge base to analyse and comprehend the many changes that are happening around them. Not all executives are able to adjust easily to these expectations, or balance the many competing demands and pressures their position may entail. In such circumstances organisations are often willing to provide an executive coach for senior managers. While the field of one-to-one executive coaching is expanding quickly, there is a dearth of research on this subject. This paper seeks to explore the impact of executive coaching on five executives, and takes two broad directions. Firstly, conversations with executives were examined to identify the views that emerged from the data. Secondly, the conversations were examined in the light of a model of evaluation devised by Guskey. Both perspectives combined to provide an overview of the executives, their work, and what learning may have occurred.
Determining factors in the effectiveness of executive coaching as a management development tool
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
Coaching As a Leadership Development Accelerator
Executive coaching works. This is confirmed by the positive results obtained from the analysis of the majority of the interventions carried out (in the small but growing body of empirical research). However, in order for coaching to become a more powerful tool, an instrument to enhance leadership learning processes, there is a basic need: to consider the coaching factors that lead to effectiveness from both the executive and the coach perspective. Taking this into account, that is, the need to use a reference operating method involving the executive coaching, we are presenting a framework which intends to make up both the best practices related to business-focused interventions and the best practices carried out in processes of a more psychological nature. The proposed approach is based on the consideration that coaching's main goal must be the contribution to the acquisition of expert performance. In this process, based on both the behavioural and business management approach, ...
Executive coaching: Guidelines that work
Development and Learning in Organizations: An International Journal, 2014
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.
Analysis of executive coaching effectiveness: a study from the coachee perspective
Cuadernos de Gestión
Executive coaching has become one of the principal leadership development strategies of our time. However, this is a field of HRD that has been discussed far more often in professional than academic literature and further research is required. This work analyses the relation existing between the main explanatory factors of executive coaching effectiveness and the different types of results that can be achieved. This study also provides an empirical test of the effectiveness of executive coaching using the first three levels of Kirkpatrick's evaluation model (1975). Responses from 176 executives are analyzed, assessing their perceptions of their latest experience of executive coaching. Structural modelling is used to match factors affecting the success of executive coaching to its results. The resulting model highlights the influence exercised by the coach, and to a lesser extent the coachee and the process, on coachee satisfaction. It also shows how the coach influences the coachee's learning. The results also suggest that there is a positive relationship between satisfaction, learning and behavioral change, as Kirkpatrick suggests. The development of a final focus group, in which human resources managers, coachees and coaches took part, contributed to improvements in the discussion and interpretation of the results. In the light of these results, the implications for the professional and academic area are considered.
Measuring and maximizing the business impact of executive coaching
Consulting Psychology Journal: Practice and Research, 2009
A n g e l e s, C A 9 0 0 8 9 -0 8 7 1 (2 1 3) 7 4 0 -9 8 1 4 FAX (213) 740-4354 http://ceo-Abstract This article addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching. A framework is introduced for identifying the business impacts of coaching. An application of the framework is presented using exploratory study data from 12 matched coach-coachee pairs showing varying degrees of impact of the coaching on business-related outcomes.