The Efficacy of Executive Coaching in Times of Organisational Change

Grant, Anthony M.

doi:10.1080/14697017.2013.805159

Cited by 143 publications

(142 citation statements)

References 67 publications

Supporting

Mentioning

121

Contrasting

Unclassified

Order By: Relevance

“…They facilitate business problem-solving for their coachees and develop coachees' competence to create positive outcomes [66]. For example, middle-and senior-level managers or executives who are coachees in an executive coaching context receive help from external consultants, usually with the purpose of improving work effectiveness [8,67].…”

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

“…The academic literature reports diverse types of coaching practices, including coaching leadership [7], executive coaching [8], and peer coaching [9]. Although each coaching type has a specific purpose and different coach-coachee relationship, they hold in common the goal to help individuals, groups, or organizations improve competence and performance.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

View full text Add to dashboard Cite

A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

show abstract

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

View full text Add to dashboard Cite

show abstract

“…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%

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

Dippenaar

Schaap

2017

SAJEMS

View full text Add to dashboard Cite

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.

show abstract

“…Executive coaching is a leadership development intervention frequently found in contemporary organizations (Sherman & Freas, 2004) that has gained considerable popularity since the 1980s (Feldman & Lankau, 2005;Grant, 2014;Stelter, 2009;Western, 2012). The International Coach Federation (ICF, 2016a) found that coaching grosses USD 2.3 billion annual business revenues worldwide, with 13,895 registered coaches.…”

Section: Introductionmentioning

confidence: 99%

Drawing the Triangle: How Coaches Manage Ambiguities Inherited in Executive Coaching

Pliopas

2017

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

Executive coaching is a common leadership development intervention whose complexity is underestimated. The triangular relationships between coachee, coach, and organization give rise to conflicting interests (FatienDiochon, 2012). This study examines how coaches perceive triangular relationships and reflect on conflicts of interest and ethical issues. During semi-structured interviews, nine coaches drew their interpretations of how triangular relationships unfold in executive coaching processes. Coaches' explanations were categorized into three groups. There are coaches who understand executive coaching as a harmonious and congruent process, called naïve; some coaches rely on the coaching process to deal with conflicts of interest, and we called them procedural. Other coaches are skeptical when dealing with conflict of interests in triangular relationships, and were called suspicious. In order to support coaches facing ethical dilemmas that may be present in triangular relationships in the executive coaching process, the ethics of the profession perspective developed for the educational sector by Shapiro and Stefkovich (2016) was adapted and integrated into Carroll and Shaw's (2013) ethical maturity perspective. This adapted model offers coaches an integrative and dynamic view to foster their development and ethical maturity.

show abstract

The Efficacy of Executive Coaching in Times of Organisational Change

Cited by 143 publications

References 67 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

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

Drawing the Triangle: How Coaches Manage Ambiguities Inherited in Executive Coaching

Contact Info

Product

Resources

About