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

Ely, Katherine; Zaccaro, Stephen J.

doi:10.1002/9781118255995.ch12

Cited by 8 publications

(11 citation statements)

References 34 publications

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“…Additionally, as prescribers and promoters of MTD actions, they were also asked, by way of an open question, to say what they considered to be the main advantages and drawbacks of EC as compared to other techniques. The scale used to measure the behaviour change variable was adapted from measurements proposed by Ely and Zaccaro (2011). This consists of eight indicators assessing: whether there has been any modification in the coachee's behaviour; whether this change has been sustained over time and whether it is perceived by other people in the organisation (superiors, colleagues, and subordinates); also whether there is a better performance of managerial tasks, a better fit with company needs, and a greater acceptance by the coachee of the changes.…”

Section: Methodsmentioning

confidence: 99%

Is executive coaching more effective than other management training and development methods?

Rekalde

Landeta

Gallastegi

et al. 2017

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Purpose The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods. Design/methodology/approach A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions. Findings The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use. Practical implications Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training. Originality/value In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

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Section: Methodsmentioning

confidence: 99%

Is executive coaching more effective than other management training and development methods?

Rekalde

Landeta

Gallastegi

et al. 2017

View full text Add to dashboard Cite

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“…Referring to coaching reactions, Ely and Zaccaro (2011) indicated they can be used to “assess participants’ satisfaction with their coaching experience as well as perceptions of coaching effectiveness” (p. 395), thus recalling to some extent factors of affective and utility perceptions (Alliger et al, 1997). However, measuring reactions as “perceived effectiveness” of a coaching programme may be problematic.…”

Section: Literature Reviewmentioning

confidence: 99%

What changes with coaching? Investigating within‐person changes in reflection, the predicting role of implicit person theory and the effects on perceived utility of coaching

Fontes

Russo

2021

Int J Training Development

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Coaching literature assumes that people undergo personal change through coaching. We contend that different types of change may occur with coaching and investigate whether this is the case in reflection (a key competence in coaching). Results from our sample of 61 coachees indicate that three types of change (alpha, beta, gamma) are observed across participants. Alpha change refers to a substantive change in reflection (i.e. an increase or decrease), beta to a recalibration of one's assessment of reflection and gamma to a re‐conceptualization of reflection. We further examine implicit person theory (IPT) as a predictor and perceived coaching utility as a correlate of the three types of change. We observe a higher probability that incremental IPT will associate with alpha change versus other types of change, and that beta and gamma changes correlate positively and negatively, respectively, with perceived utility for work. No significant correlations are observed between types of change and perceived utility for personal development. Our study represents an exploratory contribution to a better understanding of the within‐person changes in reflection following coaching intervention, and has implications for both theory and practice, which we discuss along with indications for future directions.

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“…The basis of the conceptual model presented here (see Figure 1) is an evaluation framework devised expressly for executive coaching by Ely et al (2010) and Ely and Zaccaro (2011). The model comprises two parts: formative and summative evaluation.…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Analysis of executive coaching effectiveness: a study from the coachee perspective

Gallastegi¹,

Abasolo²,

Rodríguez³

et al. 2019

cuadernosgestion

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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.

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

Cited by 8 publications

References 34 publications

Is executive coaching more effective than other management training and development methods?

Is executive coaching more effective than other management training and development methods?

What changes with coaching? Investigating within‐person changes in reflection, the predicting role of implicit person theory and the effects on perceived utility of coaching

Analysis of executive coaching effectiveness: a study from the coachee perspective

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