Executive coaching continues to explode in popularity as a means for individually-customized executive development. However, academic research on executive coaching has not expanded at the same rate. This is the first dyadic, qualitative study with external professional coaches and executive-level (Director, Vice President, and CxO-level) clients to empirically demonstrate EI competencies and their influence on quality coaching relationships within a business context. In addition, this is the first study to establish a shared validation of what coaches and clients experience as relevant and important competencies in their interactions. Our qualitative study of 32 coaching dyads finds that emotional intelligence competencies are key factors influencing quality coaching relationships. The top four EI behaviors displayed by outstanding coaches include the competencies of empathy, coach and mentor, inspirational leadership and adaptability. Study results indicate that outstanding coaches leverage their EI competencies to positively influence quality coaching relationships. By exploring how the coach’s EI behaviors influence quality dyadic coaching relationships, this empirical study aims to contribute to research and practice in the interdisciplinary fields of psychology, management, and executive coaching.
Read full abstract