PurposeThis research investigates how the Covid-19 pandemic initially affected organisational managers, as seen from their executive coaches' perspective by asking: (1) What challenges did managers experience during the initial stages of the Covid-19 pandemic? and (2) How did coaching foster crisis management skills during this time? Executive coaches are in a unique, confidential and professionally intimate position to observe their clients' thoughts, emotions and behaviours.Design/methodology/approachUsing an interpretivist approach, interviews conducted with 26 executive coaches from the USA, UK, Australia and South Africa during the initial stages of the pandemic (first three weeks of April 2020) were analysed using thematic analysis.FindingsCoaches observed how the Covid-19 pandemic caused managers to experience a tension between managing their staff, their own bosses and themselves. Ranging from logistical challenges to personal fear, uncertainty and loss of identity, managers confided in and relied on their coaches to help them to reflect, provide support, but also challenge them to take a forward-looking stance. Findings were interpreted through the lenses of crisis management and coaching efficacy theory. Crisis management theory is extended by suggesting that greater priority must be given to managers' personal well-being and by adding coaching as a new intervention to develop crisis management skills. Coaching theory is extended by showing that executive coaching can foster certain crisis management skills and that the benefits of coaching in non-crisis times are also relevant during a crisis.Practical implicationsManagers, their leaders, executive coaches and purchasers of coaching services, such as human resource practitioners, should take note of the challenges managers face during crises. They should consider executive coaching as a support intervention to foster requisite crisis management skills.Originality/valueThe findings provide novel, empirical evidence suggesting that executive coaching could foster crisis management skills. The unique Covid-19 context provides rare insights into managerial thinking, emotions and behaviour during extreme crisis situations, contributing to the design of appropriate support interventions.

Chatbots are increasingly applied in various contexts including helping professions, such as organizational and life coaching. Coaching facilitates individual wellness, behavioral change, and goal attainment in a reflective, non-directive manner, and is considered one of the fastest-growing professions. The use of knowledge imparting service chatbots have been studied; however, the application of chatbots in coaching has received scant research attention, raising the question about which factors and moderating effects play a role in the adoption of reflective, non-directive coaching chatbots. In this study, we applied a modified Unified Theory of the Acceptance and Use of Technology (UTAUT) model to determine factors and moderating effects of age and gender that influence the adoption of a goal-attainment coaching chatbot. Partial least squares structural equation modeling (PLS-SEM) was used for the analysis of a cross-sectional UTAUT survey ( n = 226). Performance expectancy, social influence, and facilitating conditions had significant roles as direct determinants of intent to use the coaching chatbot. Gender moderated performance expectancy and age showed a moderation tendency on effort expectancy. This study on non-directive, reflective chatbots in the organizational, and life coaching domains contributes to our understanding of how to design chatbots aimed at helping people find their own answers.

Orientation: Coaching is sometimes used in organisations to assist and support people when they are promoted into senior leadership positions. These coaching interventions are not optimally designed.Research purpose: The objective of this research was to investigate how a transition coaching intervention should be designed to cater specifically for people promoted into senior leadership positions.Motivation for the study: Leaders face daunting challenges when promoted into a senior position. Coaching could offer powerful support, but very little research exists on how to design a transition coaching intervention specifically aimed at supporting recently promoted senior leaders.Research design, approach and method: A constructivist, grounded theory approach using purposeful, theoretical sampling was used to identify 16 participants (recently promoted senior leaders, coaches, Human Resource [HR] partners and a line manager) from various organisations with whom open-ended interviews were conducted on their experiences of coaching during a transition.Main findings: Transition coaching is used reactively, started too late and was not continued for long enough. Transition coaching design should take cognisance of coach–coachee matching; goal setting that includes the organisation’s goals; location of coaching session (away from the office); should include reflection and active experimentation; and use assessments and involving the line manager, mentors and the new leader’s team in the process.Practical and managerial implications: The findings of this research provide practical recommendations for applying coaching during transitions into senior leadership positions and may be useful to human resource practitioners when designing leadership support and succession planning interventions.Contribution and value added: To address the serious and real possibility of failure once leaders are promoted, and to optimise the time and money spent on coaching during career transitions, this research provides insight into the design and execution of tailor-made transition coaching interventions to help recently promoted senior leaders succeed in their new role.

Heyns, M. (2020). The impact of coachee personality traits, propensity to trust and perceived trustworthiness of a coach, on a coachee's trust behaviour in a coaching relationship.

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