Sustainability of changes in executive coaching: managing partner’s perspective

Abstract

ABSTRACT This study is relevant as organisations navigate increasingly intricate transformations where sustainability is critical. It explores the sustainability of changes through executive coaching with managing partners during these renewal periods, often imbued with potential challenges and corporate divergences. Addresses a substantial gap in the literature and provides insights to drive enduring, significant changes. It employs a qualitative approach with semi-structured interviews with ten service sector managing partners (former coachees). It examines four thematic dimensions: interrelationship, process, business strategies, and coaching experience, offering a holistic view of your impact. Conduct rigorous reflective analyses before and after each step, facilitated by NVivo software, with external validation. Additionally, the study interprets its findings within transformative learning, as discussed in key works on the subject. In an ever-evolving business landscape of challenges, executive coaching emerges as an indicator, showcasing its capacity to promote renewals within organisations. This comprehensive study contributes to theoretical knowledge and actionable insights for practitioners and business leaders who seek to facilitate learning and transformative changes in multifaceted and dynamic business environments. Among the key findings, the influence of concepts used in coaching approaches and contextual factors on the impact of changes and sustainability stands out.