Abstract
Business meetings are the focus of extensive executive time and effort. Research has shown that poor leadership during meetings results in negative outcomes; however, few studies have explored effective leader behaviors during team meetings. From “expert leader” observations, the author hypothesized that more effective meeting leaders ask questions, summarize, and test for consensus more frequently, and they disagree, attack, and give information less frequently. Executive behaviors were observed and tallied into these categories during team meetings before and after executive coaching. Three cases illustrate how coaching was done using these measures of meeting leadership behaviors. After coaching, study participants (20 men, 1 woman) exhibited significant behavioral changes. Implications for practice include the utility of new methodological tools and the efficacy of coaching on meeting leadership effectiveness. Research seems warranted on the measures themselves and on team and organizational outcomes.
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