The Efficacy of Coaching

Grant, Anthony M.

doi:10.1002/9781118326459.ch2

Cited by 45 publications

(47 citation statements)

References 62 publications

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“…Mary et al (2010) suggest that well-designed empirical research on EI, supplemented by research of a qualitative nature, may be useful in providing richer descriptions and a better understanding of the processes and outcomes of development interventions. This idea is echoed by Grant (2013Grant ( , 2014 and McEnrue et al (2010) who also highlight the benefits of grouping participants' experiences of the processes and outcomes of the interventions into broader meaningful themes.…”

Section: • Absence Of Essential Statistical Controls And/or a Controlmentioning

confidence: 91%

“…Much current literature on coaching explores executive coaching as a relatively new and promising practice linked to growth and development, but empirical research assessing the effects of coaching lags far behind the practice of coaching (Bono et al 2009;Grant 2013). De Meuse, Dai and Lee (2009) emphasise that the effectiveness of executive coaching needs to be clearly and scientifically demonstrated.…”

Section: The Efficacy Of Executive Coaching In Leadership Developmentmentioning

confidence: 99%

“…The use of randomised controlled studies is frequently regarded as best practice in determining the impact of interventions . Grant (2013) reports that only 10% of studies on the efficacy of coaching used control groups in the research design, of which half was randomised. Mary et al (2010) suggest that well-designed empirical research on EI, supplemented by research of a qualitative nature, may be useful in providing richer descriptions and a better understanding of the processes and outcomes of development interventions.…”

Section: • Absence Of Essential Statistical Controls And/or a Controlmentioning

confidence: 99%

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The impact of coaching on the emotional and social intelligence competencies of leaders

Dippenaar

Schaap

2017

SAJEMS

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Background: The development of the emotional intelligence of leaders has become an exceptionally popular enterprise. However, the empirical research conducted by practitioners to date does not provide convincing evidence of the effectiveness of emotional intelligence development interventions. Robust and informative research on the effectiveness of coaching to develop the emotional intelligence of leaders is lacking.Aim: The purpose of this study was to determine, describe and evaluate the impact of a theoretically substantiated coaching intervention on the emotional and social intelligence competencies of leaders in a financial services company.Setting: The setting of the study is a financial services company in South Africa.Methods: A mixed method approach using a quantitative and qualitative research design was considered appropriate. The quantitative research method consisted of a quasi-experimental design using a non-equivalent pre- and post test control group to measure the impact of the coaching intervention on a sample of 30 leaders. The Bar-On EQ-i scale was selected as a reliable and valid measure of emotional and social intelligence competencies. Wilcoxon’s statistic was calculated to determine the statistical significance of score differences between the experimental (N = 30) and control (N = 30) groups. The qualitative research method was comprised of semi-structured interviews with six of the leaders and their supervisors.Results: The statistical results indicated that coaching significantly impacted the emotional and social intelligence competencies of leaders in terms of their overall emotional quotient (EQ), intrapersonal competency, interpersonal skills, stress management, self-regard and empathy. The semi-structured interviews provided rich descriptive themes and evaluations that corroborated the quantitative findings.Conclusion: This research provided convincing empirical evidence of the positive impact of a long-term, spaced and goal-focused coaching intervention on the emotional and social intelligence competencies of leaders in a financial services institution. The finding suggests that a theoretically well substantiated coaching intervention and a robust empirical study can be effective in demonstrating the impact of coaching on the emotional and social intelligence competencies of leaders. However, the implications of the limitations pointed out in this study could have influenced the findings, and future research aimed at improving relevant research models should take these into account.

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Section: • Absence Of Essential Statistical Controls And/or a Controlmentioning

confidence: 91%

Section: The Efficacy Of Executive Coaching In Leadership Developmentmentioning

confidence: 99%

Section: • Absence Of Essential Statistical Controls And/or a Controlmentioning

confidence: 99%

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The impact of coaching on the emotional and social intelligence competencies of leaders

Dippenaar

Schaap

2017

SAJEMS

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“…Thanks to this, the coachee finally defines a previously-set goal which they would like to achieve by means of coaching, analyses the situation they find themselves currently in, can define their strengths and opportunities that the environment offers, as well as analyse the areas that need to be developed and threats posed by the environment in which the coachee acts. Identifying resources and on the basis of formulating specific action plans seems to be an inseparable element of the whole coaching process (Grant, 2013). Resource analysis (similarly to setting goals to be realised with the help of coaching) constitutes an important stage in coaching models (Whitmore, 2009;Dembkowski et al, 2006).…”

Section: Coaching Process and Its Influence On Employees' Competenciementioning

confidence: 99%

“…The role of feedback is emphasised by many specialists (Grant, 2013;Dahling et al 2016;Wheeler, 2011). Feedback explains why behaviours are effective or ineffective, quotes specific examples, allows the person receiving feedback to comment, provides alternative positive behaviours, maintains esteem of those involved (Latham & Marchbank, 1994).…”

Section: Coaching Process and Its Influence On Employees' Competenciementioning

confidence: 99%

Coaching Process And its Influence on Employees’ Competencies in the Hospitality Sector – Case Study

Dolot

2017

IJCM

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Psychology in Professional Education and Training

Steinebach

2021

International Handbook of Psychology Learning and Teaching

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The Efficacy of Coaching

Cited by 45 publications

References 62 publications

The impact of coaching on the emotional and social intelligence competencies of leaders

The impact of coaching on the emotional and social intelligence competencies of leaders

Coaching Process And its Influence on Employees’ Competencies in the Hospitality Sector – Case Study

Psychology in Professional Education and Training

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