Evaluating leadership coaching: A review and integrated framework

Ely, Katherine; Boyce, Lisa A.; Nelson, Jill K.; Zaccaro, Stephen J.; Hernez‐Broome, Gina; Whyman, Wynne

doi:10.1016/j.leaqua.2010.06.003

Cited by 223 publications

(114 citation statements)

References 50 publications

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“…As a consequence, Fillery-Travis and Lane (2006) raise the question whether ROI is the correct way to measure coaching effectiveness. Although the organization is actively working with strategic plans and improved efficiency, it can take months and years before the effect is measurable (Ely et al, 2010). Another reason is the difficulty to isolate the impact of coaching and measure the effect (Trathen and Feller, 2011).…”

Section: Results Levelmentioning

confidence: 99%

“…Reactions can also form the basis for feedback to the participants. Furthermore, the reactions can lead to suggestions about how the process can be improved (Ely et al, 2010). In this research study we have specifically asked how the participants evaluate the coaching process.…”

Section: Reaction Levelmentioning

confidence: 99%

“…In the contrary case, it is our view that those who have not changed their behaviour may experience a very busy workplace with limited opportunities to reflect on leadership behaviour and how to do something about their situation. The solution can be a good coaching relationship characterized by trust, contact and personal chemistry, collaboration, and binding commitment (Ely et al, 2010). According to Curran (2008), the chances of learning and changed leadership behaviour dramatically increases when there is a good emotional relationship between the coach and the manager who is learning.…”

Section: How Do You Function As a Better Leader?mentioning

confidence: 99%

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An evaluation of management training and coaching

Berg

Karlsen

2012

Journal of Workplace Learning

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Purpose -The focus of this paper is on management training and development. The purpose has been to address how coaching can be applied to learn about leadership tools and what effect this has on management behaviour and development. Design/methodology/approach -This is a qualitative case study of a management development program. The empirical data were obtained using in-depth interviews, surveys, and observations. In addition to investigating the 14 participants, data were also collected from their superiors and subordinates. Findings -One of the main findings is that coaching is a helpful training process to learn about the manager's toolbox and to develop new management behavior. Furthermore, data revealed that the management training should be based on the specific work challenges that the participants experience at their workplace. Based on a variety of work challenges, the participants highlighted the following tools as most important: emotional intelligence, empowerment, self-management, signature-strengths, and positive emotions. Research limitations/implications -Future research should apply a more comprehensive research design, for example, using a control group. Practical implications -Data analysis shows that coaching is a management training process where the participants can learn to solve real work challenges. By trial and testing at their own workplace, managers learn how to use appropriate tools and change their behaviour. As part of the learning process the authors recommend debriefing where the managers can get feedback and inspiration for self-reflection. Furthermore, through team and peer coaching, the managers can help each other learn. The authors also recommend that the participant's superiors and subordinates should be involved in the training process. Originality/value -In this research the authors have studied coaching as a learning and training method applying leadership tools.

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Section: Results Levelmentioning

confidence: 99%

Section: Reaction Levelmentioning

confidence: 99%

Section: How Do You Function As a Better Leader?mentioning

confidence: 99%

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An evaluation of management training and coaching

Berg

Karlsen

2012

Journal of Workplace Learning

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“…First, as mentioned, leadership coaching is increasingly being used as an adjunct to education and training programs in leadership, or as a stand-alone method for leadership development (Ely, Boyce, Nelson, Zaccaro, Hernez-Broome & Whyman, 2010;Goldsmith, 2012;Maltbia, Marsick & Ghosh, 2014;Passmore, 2015), with, however, little research on its efficacy. Second, leadership coaching is largely understood to be about coaching people in designated leader roles and positions; as such, it is often used interchangeably with executive coaching (Korotov, 2016;Maltbia, et al, 2014).…”

Section: Three Directions and Four Questionsmentioning

confidence: 99%

“…In this paper, I posit that, because leadership coaching is increasingly viewed as a viable method for leadership development and continues to grow as a coaching specialty (Ely, Boyce, Nelson, Zaccaro, Hernez-Broome & Whyman, 2010;Goldsmith, 2012;Maltbia, Marsick & Ghosh, 2014;Passmore, 2015), it would benefit from a more robust engagement with the field of leadership and leadership development (Korotov, 2016;Otter, 2014). I argue that such an engagement would contribute to the understanding, practice and development of leadership coaching skills.…”

mentioning

confidence: 99%

Leadership Coaching 2.0: Improving the Marriage between Leadership and Coaching

Otter¹

2017

PoC

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This paper posits that in order for leadership coaching to realize its potential as a method for leadership development and to mature as a coaching specialty, a more robust engagement with the field of leadership and leadership development is needed. It describes the author's journey of exploring the link between his knowledge of leadership and of coaching to enhance his own practice in leadership coaching. This description serves to highlight areas in need of attention in the present state of leadership coaching as it is presented in the literature. It concludes by positing that leadership coaching education programs are ideal locales to address those needs, specifically by convening a shared inquiry among practitioners, scholars and educators on identifying the important links between the fields of leadership and leadership coaching and helping coaches incorporate them as an integral part of their understanding and practice of leadership coaching.

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Evaluating the Effectiveness of Coaching: A Focus on Stakeholders, Criteria, and Data Collection Methods

Ely¹,

Zaccaro²

2010

Advancing Executive Coaching

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Evaluating leadership coaching: A review and integrated framework

Cited by 223 publications

References 50 publications

An evaluation of management training and coaching

An evaluation of management training and coaching

Leadership Coaching 2.0: Improving the Marriage between Leadership and Coaching

Evaluating the Effectiveness of Coaching: A Focus on Stakeholders, Criteria, and Data Collection Methods

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