Effectiveness Of Executive Coaching Research Articles

Can I improve my personal goal level through executive coaching over time? A randomised control trial study

ABSTRACT While existing literature strongly supports the effectiveness of executive coaching, there is a scarcity of empirical studies that assess how coaching facilitates change over time and its potential conditions. This study, conducted in a corporate setting using an experimental design with two measurement points, explores the potential of executive coaching to enhance the perceived coaching client’s personal goal level over time and the possible moderators. Two hundred and two managers from 13 organisations were randomly assigned to a coaching or waiting list condition. Managers in the coaching condition received four weekly coaching sessions from 33 external coaches. The results indicate that managers who received coaching significantly improved their goal level compared with those who did not, suggesting that executive coaching is an effective learning intervention for improving goal measurement for individuals with different backgrounds. The general self-efficacy was not a condition for increased goal level for those who received coaching, highlighting that coaching is an effective tool regardless of the participant’s level of general self-efficacy. However, low general self-efficacy predicted the decision to withdraw from the study, emphasising the importance of the general self-efficacy trait in assessing the readiness of those involved in coaching.

Determinants and trends of executive coaching effectiveness in post-pandemic era: A critical systematic literature review analysis

Determinants and trends of executive coaching effectiveness in post-pandemic era: A critical systematic literature review analysis

The Effectiveness of Executive Coaching: Executive Views and Metrics

The Effectiveness of Executive Coaching: Executive Views and Metrics

Analysis of the Indicators, Components, and Dimensions of the Effectiveness Model of Executive Coaching in the Red Crescent Society of the Islamic Republic of Iran

INTRODUCTION: The use of executive coaching has become increasingly popular in the organizational world in the past few decades and is considered a key intervention that increases the capabilities of managers at the professional, individual, and organizational levels. This study aimed to identify the indicators, components, and dimensions of the effectiveness of executive coaching in the Red Crescent Society of Iran. METHODS: This descriptive study was conducted based on an applied research method. The required data were collected using exploratory interviews with 20 experts and activists in the field of human resources education. The obtained data were then analyzed using conventional content analysis, as well as open, axial, and selective coding strategies. FINDINGS: According to the findings of the research, orientation, sociability, regularity, empowerment, personality traits, and infrastructure conditions are among the most important factors affecting executive coaching in the Iranian Red Crescent Society. Moreover, two new constructs, namely formal and informal institutions were identified for the first time in the coaching literature as effective factors in the development of executive coaching. CONCLUSION: This study paved the way for filling in some gaps in executive coaching literature. Unlike many previously conducted studies that have only evaluated the effectiveness of executive coaching, this study identified the set of factors related to the individual, organizational, and institutional levels, as well as infrastructural conditions affecting executive coaching. Moreover, the results led to the addition of two new constructs, such as formal and informal institutions, to the literature on coaching in general and executive coaching in particular.

Outcomes of Mindfulness Based Coaching for Managers

The research literature exploring links between mindfulness and the effectiveness of executive coaching has little to say about coaching outcomes, or about the perceptions of coachees regarding to the utility of this training orientation. Furthermore, existing research does not explore the perceived outcomes of professional coaching, and variations therein, across time. This study analyses the assessments of 14 professional managers, working in the education system and the high-tech industry, of a 12 session coaching process incorporating mindfulness practices. The participants recorded their perceptions of coaching outcomes from each session, contemporaneously, in journals. In addition, they were interviewed at two points in time—at the end of the coaching sessions, and two years later. Generally, the study shows that when individual mindfulness practices are applied in coaching sessions, their effects are similar to that of individual mindfulness practices as applied in work organization settings. On the basis of the participants’ accounts, it seems quite safe to conclude that the mindfulness practices applied in the coaching enhanced their awareness of their body, thoughts and emotions—a process linked to developing the capacity to engage with multiple perspectives and to stress reduction, both leading to positive outcomes in terms of self-development, well-being and performance.

Executive coaching effectiveness: towards sustainable business excellence

In order to bridge the gap and provide organisations with practical assistance in dealing with the effectiveness of executive coaching for sustainable business excellence, the main purpose of this paper is to explore the complexity of executive coaching by proposing a comprehensive executive coaching framework that examines the important constructs and the entire impact of executive coaching effectiveness in Malaysia. Based on the extensive review of the current literature, coach-centric constructs, coachee characteristics, quality relationship and organisational support with coaching effectiveness are investigated through 320 questionnaires. The objective-driven model, which focuses on the extent to which coaching objectives have been met, was used to measure the effectiveness of executive coaching. The main results of the structural equation modelling analysis demonstrate that organisational support, coachee characteristics and quality relationship significantly influence coaching effectiveness. These findings provide a basis for the advancement of the executive coaching and human resource management (HRM) research literature. The practical implication of this study could be useful for HRM managers, who want to enhance leadership capabilities through executive coaching engagement that support their organisational performance. This Malaysian study will build upon the existing knowledge by investigating the factors contributing to executive coaching effectiveness from the coachee’s viewpoint.

Analysis of executive coaching effectiveness: a study from the coachee perspective

Executive coaching has become one of the principal leadership development strategies of our time. However, this is a field of HRD that has been discussed far more often in professional than academic literature and further research is required. This work analyses the relation existing between the main explanatory factors of executive coaching effectiveness and the different types of results that can be achieved. This study also provides an empirical test of the effectiveness of executive coaching using the first three levels of Kirkpatrick’s evaluation model (1975). Responses from 176 executives are analyzed, assessing their perceptions of their latest experience of executive coaching. Structural modelling is used to match factors affecting the success of executive coaching to its results. The resulting model highlights the influence exercised by the coach, and to a lesser extent the coachee and the process, on coachee satisfaction. It also shows how the coach influences the coachee’s learning. The results also suggest that there is a positive relationship between satisfaction, learning and behavioral change, as Kirkpatrick suggests. The development of a final focus group, in which human resources managers, coachees and coaches took part, contributed to improvements in the discussion and interpretation of the results. In the light of these results, the implications for the professional and academic area are considered.

Determining factors in the effectiveness of executive coaching as a management development tool

Purpose– The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance.Design/methodology/approach– Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected.Findings– The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process.Practical implications– This research furnishes a quantitative criterion for the evaluation and ranking of the determining factors in coaching success, which facilitates a justified selection of factors, both for research and professional purposes.Social implications– This study makes it possible to better channel the allocation of resources and gearing of business decisions for the implementation of coaching programs.Originality/value– This paper provides a systematic review of the empirically based literature dealing with the main success factors in the effective application of executive coaching, and contributes new factors derived from the knowledge of professional experts, along with a classified and ranked list of those factors, assessed in terms of their relevance to the satisfactory outcome of a coaching process.

Executive coaching: Does coach-coachee matching based on similarity really matter?

Although executive coaching has become increasingly popular in the corporate world for the last 2 decades, there have been few empirical studies on how the match between coach and coachee affects the coaching relationship. The purpose of this study was to examine the effects of gender similarity and perceived similarity on executive-coaching effectiveness, as reflected in the improvement in attitudinal and behavioral outcomes (i.e., self-awareness, career satisfaction, organizational commitment, and supervisorrated task performance). Study participants (68 coach-coachee dyads) were drawn from the clients of 4 Israel-based firms that provide executive coaching. Overall, the coachcoachee match had little significant effect on coaching outcomes. More specifically, gender similarity and perceived similarity had no significant effect at all on career satisfaction and organizational commitment. However, we found gender similarity had a significant relationship with the change of coachee’s self-awareness. That is, male executives with female coaches responded that their self-awareness was not improved as a result of coaching. Additionally, the more coaches perceived similarity with coachees, the higher their supervisor-rated task performance. Since, unlike a mentoring relationship, executive coaching has more specific goals and a highly structured process, it appears to be unnecessary for HR/OD practitioners to be concerned about coach-coachee matching based on similarity (gender or overall perception).

Coaching relationship in executive coaching: a Malaysian study

Purpose– In order to bridge the gap and provide organizations with practical assistance in dealing with the effectiveness of executive coaching. The purpose of this paper is to investigate the association between coaching relationship which constitutes of rapport, trust, commitment and match with coaching effectiveness in Malaysia using a quantitative research method.Design/methodology/approach– Based on the extensive review of the current literature, rapport, trust, commitment and coach-coachee match with coaching effectiveness are investigated through questionnaire. Objective-driven model which focuses on the extent to which coaching objectives have been met, is used to measure the effectiveness of executive coaching.Findings– The main results of the multiple regressions demonstrate that both rapport and commitment significantly influence coaching effectiveness. These findings provide a basis for developing a quality relationship to advance the executive coaching and HRM research literature.Practical implications– The practical implication of this study could be useful for HCM managers, who want to enhance leadership capabilities through executive coaching engagement that support their organizations performance.Originality/value– This Malaysian study will build upon the existing knowledge by investigating the factors contributing to quality coaching relationship from the coachee’s viewpoint.

Academic background and credibility in executive coaching effectiveness

Purpose– Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes.Design/methodology/approach– These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies.Findings– A coach's academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self-awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self-reported job performance.Originality/value– Findings should assist businesses and educators in improving the formal preparation of coaches and in better identifying and selecting competent coaches. This may lead to better executive coaching design, implementation, and outcomes. Recommendations for future research are provided.

Executive coaching: Guidelines that work

Purpose – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. Design/methodology/approach – This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching. Findings – Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization. Originality/value – The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.

The role of coachee characteristics in executive coaching for effective sustainability

PurposeExecutive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre‐training motivation, learning goal orientation, developmental self‐efficacy, self‐reported job performance improvement, self‐awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development.Design/methodology/approachA non‐randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel.FindingsA significant interaction between learning goal orientation and pre‐training motivation on improvement in job self‐reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self‐reported job performance among coachees with low levels of pre‐training motivation. Finally, self‐efficacy demonstrates a positive relationship with job performance improvement.Originality/valueThis research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.

Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self-efficacy.

This article argues for a new way of studying executive-coaching outcomes, which is illustrated with a study based on data from 156 client– coach pairs. The argument accepts that we are unlikely to get robust data on coaching outcomes in the near future but assumes that we can expect similar effectiveness for coaching as that demonstrated in rigorous psychotherapy outcome research. Therefore, it is argued that it is more important now to (a) identify the “active ingredients” that predict the effectiveness of executive coaching, and (b) to determine the difference in predictive value of these active ingredients on coaching effectiveness. The outcome study examined some of these active ingredients, such as the working alliance between coach and client, the self-efficacy of the client, the personality of the client, and the “personality match” between client and coach. The results show that client perceptions of coaching outcome were significantly related to their perceptions of the working alliance, client self-efficacy, and to client perceptions of the range of techniques of the coach. The client– coach relationship mediated the impact of self-efficacy and range of techniques on coaching outcomes, suggesting that this relationship is the key factor in determining how clients perceive the outcome of coaching.

Optimizing corporate control through executive development: The role of coaching

Executive skills can be enhanced through coaching, thereby optimizing corporate outcomes. This paper reviews academic work in order to develop an integrative framework for understanding executive development through coaching – with specific reference to information and knowledge flow, control and strategy development. Thus, the paper should advance future research in executive coaching by (i) providing a theoretical framework to scaffold scholarly studies; (ii) expanding the conceptual boundaries of executive coaching; and (iii) offering some suggestions for empirical research studies. To guide future research the framework highlights several selected challenges in global executive development. A discussion of possible criteria of executive coaching effectiveness completes the framework. Practicing executives, practitioner coaches and strategists would benefit from the engagement with key issues with regard to executive coaching within the organization.

Evaluating the effectiveness of executive coaching: beyond ROI?

The popularity of executive coaching has increased dramatically in both the practitioner world and academia during the past decade. However, evaluating the effectiveness of coaching has lagged behind. Executive coaching is a multidisciplinary practice, and professionals from many different scholarly backgrounds provide coaching services. The paucity of empirical research may be attributed to the lack of a consensus among these divergent professionals regarding whether and how to evaluate the effectiveness of coaching. In this article, we conducted a meta-analysis of the empirical research as well as reviewed the retrospective studies evaluating coaching effectiveness. Subsequently, we discussed six areas that impact the way researchers evaluate coaching effectiveness and the conclusions they may draw from their studies. Although the Return On Investment (ROI) index provides a straightforward, overall measure of effectiveness, its veracity and usefulness is questioned. It is hoped that the clarification of these areas will help guide the future of coaching evaluation research and practice.

Evaluating the effectiveness of executive coaching: Where are we now and where do we need to be?

To date there have been no universally accepted criteria for what constitutes a successful outcome in executive coaching. This has been partly a function of the range of activities undertaken within the coaching medium and partly the fact that commercial realities mitigate against controlled trials teasing out mediating and moderating variables. Consequently we may need to look elsewhere for some inspiration in how to assess outcome in executive coaching. Both the training and psychotherapy literature have a long history in addressing the problem of evaluating outcomes in their respective domains. The Kirkpatrick model of four-stage evaluation is now nearly 50 years old and suggests key criteria for the effective evaluation of training and management development interventions. The psychotherapy literature has by necessity advocated controlled trials of different therapies and established key process and outcome variables that predict an effective intervention. Incorporating some of their key insights and findings on evaluation should help to accelerate the executive coaching evidence base.

Does Working with an Executive Coach Enhance the Value of Multisource Performance Feedback?

The article reports on a study pertaining to the effectiveness of executive coaching. Researchers sought to determine whether or not executive coaching improved the effects of multisource feedback over time, particularly as it related to performance. They found that whether executives worked with coaches or not had no impact on how likely they were to share feedback with subordinates or peers. Performance ratings improved for executives who received coaching. The effect due to coaching was modest and limited to ratings received from supervisors and subordinates.