Executive coaching: New framework for evaluation.

Abstract

Evaluation research has struggled to keep up with the popularity of coaching, as measures of its effectiveness are challenging to standardize, particularly when coaching executives. Similar to interpersonally based interventions in other fields such as counseling and psychotherapy, coaching takes the form of a fluid, humanistic process, whereas coaching-evaluation standards strive to be consistent with a standardized, scientifically based method. This study describes our experience in facing these programevaluation challenges while conducting a randomized, quasi-experimental investigation to explore effects of a developmental coaching intervention provided to senior leaders from different organizations within 1 large integrated health-care system. In the context of these challenges, we propose a conceptually new framework to the field of coaching research based on the assimilation model, an empirically grounded theory that originates within psychotherapy research and describes how people overcome issues they find problematic or challenging, whether in clinical or in broader development and growth contexts. We discuss how this framework-with its associated tool: the Assimilation of Problematic Experiences Scale (APES)-offers working solutions to the common and vexing problems faced by research into executive-coaching outcomes, and how it can specifically inform evaluation-planning strategy within studies of coaching effectiveness.

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?

“…The quasi-experimental or experimental/randomized controlled studies (RCTs) have recently gained traction within the coaching outcome studies and are growing in popularity (e.g. Federici, 2012a andOsatuke, Yanovsky, & Ramsel, 2016) (15 of 110). Well-crafted RCTs can be particularly helpful in testing the effects of EC.…”

Coffee and controversy: How applied psychology can revitalize sexual harassment and racial discrimination training

“…We call for an intentional focus from graduate curriculum or professional development perspectives in addressing issues of sexual harassment and unlawful racial discrimination. Consulting psychologists have developed methods and models of behavioral change (e.g., Bar-Haim et al, 2007;Osatuke et al, 2017) that could serve in part as the bases for intervening with those at risk 6 "Continuum of harm" in this sense is not consistent with the term "vicious cycle" used by Jones et al (2017). A continuum of harm as used here and as defined by the CDC refers to a dynamic process in which small behaviors or incidental attitudes escalate to become problematic for the individual or target personnel (e.g., having negative affect to engaging in counterproductive thoughts to engaging purposefully in negative behavior).…”

Team coaching in the workplace: Critical success factors for implementation

“…Team diagnostics and assessments early in the implementation of a coaching programme are key to establish the needs of a client, which in turn must inform the design of a coaching programme (Britton, 2015;Rekalde, Landeta, & Albizu, 2015). It would also be instructive to track the operational performance of the team over an extended period of time after team coaching (Anderson, 2011;Avolio et al, 2010;Osatuke, Yanovsky, & Ramsel, 2016).…”

“…In a workplace setting, team coaching is implemented in the form of a project with a defined start and end date. Thus, at the end, team coaching should include a project reflection step where the continuation of intervention outcomes is closely monitored (Anderson, 2011;Avolio et al, 2010;Osatuke et al, 2016). Critical reflection focuses on the final monitoring and evaluation of team coaching implementation against the objectives, as well as any correction that may be required in future team coaching interventions.…”