The Psychology of Executive Coaching

Peltier, Bruce

doi:10.4324/9780203886106

Cited by 48 publications

(52 citation statements)

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“…This is supported by a study of 100 executives, which found that among the factors that impacted most on the effectiveness of coaching, over half the respondents listed their own commitment as significant (McGovern et al., ). However, to date, most commentators on commitment and coaching have discussed it with reference to the commitment of coaches to the coach–coachee relationship (Peltier, ; Downey, ; Gyllensten & Palmer, ; Rostron, ). We suggest, then, that our study is unique in locating an association between an independent variable (attributes) and the commitment of coachees .…”

Section: Discussionmentioning

confidence: 99%

A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

Gray

Ekinci

Goregaokar

2011

Int J Selection Assessment

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The purpose of this study was to specify a set of attributes, identified as important precursors to coach selection. Executive coaching has grown exponentially, but there have been few studies as to the efficacy of coaching, including the factors that influence a manager's choice of coach.This study sought to identify these factors.The 45-item, online survey produced 267 useable responses. Results of the principal component analysis suggested a five-factor solution, with women showing a statistically significant preference over men for coaches who have the Ability to Develop Critical Thinking and Action, the Ability to Forge the Coaching Partnership and Coach Experience and Qualifications. The impact of coachee age was not significant in selecting executive coaches.The findings show a statistically significant relationship between coach attributes and the intention to continue with coaching. The implications of these findings for the selection of coaches, and for the coaching profession are discussed.

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Section: Discussionmentioning

confidence: 99%

A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

Gray

Ekinci

Goregaokar

2011

Int J Selection Assessment

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“…As estratégias cognitivas utilizadas para estes ganhos comportamentais foram absorvidas pelos executivos, que puderam rapidamente ver o foco de trabalho por meio de uma diferente percepção e o benefício potencial decorrente. Para evitar o retorno ao comportamento anterior (Peltier, 2001), cada participante foi orientado a traçar um plano de ação pós-coaching, identificando todos aqueles que consideraram importantes para a manutenção dos comportamentos, envolvendo as pessoas de sua relação que poderiam ajudar no estabelecimento consolidado dos novos comportamentos.…”

Section: Discussionunclassified

“…É fácil de explicar e os executivos podem rapidamente ver o foco de trabalho e o seu benefício potencial. Mesmo assim, as pessoas têm a tendência de retornar aos seus antigos padrões de comportamento e esta abordagem permite reforçar, periodicamente, os novos comportamentos aprendidos, podendo até pedir a colaboração de pares ou subordinados, caso não traga prejuízos ao cliente (Peltier, 2001). Além disso, existe uma variedade de técnicas cognitivo-comportamentais especificamente criadas para o gerenciamento de estresse que estão disponíveis para as pesssoas atendidas em programas de coaching (Judge & Cowell, 1997;Lipp, 2005).…”

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“…Qualquer modelo de coaching de executivos deve levar em conta que o participante deste processo é alguém com alto desempenho em sua organização e que a intervenção precisa levar a efeitos significativos e duradouros de desenvolvimento. A expectativa é que o executivo submetido ao coaching cognitivocomportamental para desenvolver suas próprias habilidades esteja em condições de aplicar os princípios cognitivo-comportamentais para seus subordinados diretos, com o que possivelmente fará aumentar o desempenho de outros membros de suas unidades de trabalho (Ducharme, 2004;Peltier, 2001). Neste sentido, o feedback fornecido pelo coach ao executivo trará impacto nos outros dentro e fora da organização.…”

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Intervenção breve em organizações: mudança em coaching de executivos

Milaré¹,

Yoshida²

2009

Psicol. estud.

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RESUMO.Coaching de executivos é um processo de suporte a profissionais visando ao atingimento de metas organizacionais por meio da aprendizagem de novas competências. Diferentes propostas foram apresentadas na literatura, sem ou com poucas evidências empíricas de eficiência. O objetivo foi avaliar a eficiência de um programa de coaching desenvolvido e conduzido pela primeira autora, composto por quatro módulos: autopercepção; identificação de melhorias; elaboração/execução do plano de ação e acompanhamento. A amostra se constituiu de dez executivos encaminhados por suas empresas para o programa. A eficiência dos processos foi avaliada comparandose medidas psicológicas finais com iniciais. Foram utilizados os instrumentos Escala Diagnóstica Adaptativa Operacionalizada (EDAO-R), Escala de Estágios de Mudanças (EEM), Personal Profile Analysis (PPA) e Autoanálise do Desempenho (AAD). Os resultados sugerem que o programa de coaching ajudou na melhora da eficácia adaptativa, permitindo o desenvolvimento de competências. O estágio de mudança inicial permitiu escolher a melhor estratégia cognitiva. Limites metodológicos são apontados. Palavras-chave: Mudança comportamental em organizações; instrumentos psicológicos; psicoterapia de executivos.ABSTRACT. Executive coaching is a process designed to help professionals to reach organizational goals by learning new competences. Different proposals have been suggested in the literature with none or few empirical evidences of efficiency. This study aimed to evaluate the efficiency of an executive coaching program developed and carried out by first author, and composed by four modules: self-perception; improvements identification; action plan elaboration / execution and follow-up. Participants were ten executives directed by their companies to accomplish a coaching process. Processes were assessed by comparing final to initial psychological measures. Instruments: Escala Diagnóstica Adaptativa Operacionalizada (EDAO-R), Escala de Estágios de Mudanças (EEM), Personal Profile Analysis (PPA) e Autoanálise do Desempenho (AAD). Results suggested that the coaching improved the level of adaptive efficacy by the development of specific habilities. The initial stage of change allowed choosing the best cognitive strategy. Limits on the methodological were pointed out.

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“…Research has revealed the extent to which factors such as personality and emotion recognition can positively influence transformational leadership (Rubin, Munz, and Bommer 2005), and emotional intelligence (EI) is increasingly cited as essential in good leadership (Goleman 2004;Wood and Vilkinas 2007), although in academic circles controversy remains as to how much EI is truly competency-based (Peltier 2010). Many will argue that it is perfectly possible to develop self-awareness and EI, and that these are therefore simply additions to the growing list of required leadership behaviours (Goleman 1998).…”

Section: Leadership Research -Overviewmentioning

confidence: 99%

Leaders who care – the chief executives' view of leadership in social enterprises: natural aptitude versus learning and development

Gravells¹

2012

Human Resource Development International

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The author examines what factors determine leadership success in UK social enterprises. Despite the attention prompted by the UK government's 'Big Society' policies, this remains a relatively unexplored field in the leadership literature. Based on in-depth interviews with successful social enterprise chief executives, carried out between April and December 2010, this article challenges the dominance of competency models, based on purely behaviourist tradition. It examines the impact of personality, values, circumstance and career arc on the way these leaders perform in an attempt to take a fresh look at the interaction of traits, behaviours and situational flexibility in determining successful leadership in this type of organization. A number of key factors are identified and categorized as dimensions of 'being', 'doing' and 'style'. Consistent contra-indicators are also identified, providing the basis for an approach to both leadership selection and development in this growing sector of the economy.

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The Psychology of Executive Coaching

Cited by 48 publications

References 0 publications

A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

A Five‐dimensional Model of Attributes: Some precursors of executive coach selection

Intervenção breve em organizações: mudança em coaching de executivos

Leaders who care – the chief executives' view of leadership in social enterprises: natural aptitude versus learning and development

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