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The executive coaching trend: towards more flexible executives

Renae A. Jones (School of Management, Queensland University of Technology, Brisbane, Australia)
Alannah E. Rafferty (School of Management, Queensland University of Technology, Brisbane, Australia)
Mark A. Griffin (Institute of Work Psychology, The University of Sheffield, Sheffield, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 October 2006

4395

Abstract

Purpose

This paper proposes to investigate the influence of executive coaching on managerial flexibility in order to build a stronger theoretical and empirical basis for executive coaching research.

Design/methodology/approach

A repeated measures design was adopted. About 11 leaders participated in a leadership development program and received executive coaching over a three‐month period. Leaders were surveyed prior to coaching, during coaching, and post coaching.

Findings

Repeated measures analysis revealed that self‐reported managerial flexibility increased throughout the duration of executive coaching.

Research limitations/implications

This exploratory study provides initial support for the argument that executive coaching positively impacts on managerial flexibility. Several areas for future research are discussed including examining the influence of executive coaching on the dimensions of managerial flexibility.

Originality/value

This study provides a detailed overview of how to develop an executive coaching program and empirically tested the effects of executive coaching on executives' flexibility. A number of areas for future research were identified.

Keywords

Citation

Jones, R.A., Rafferty, A.E. and Griffin, M.A. (2006), "The executive coaching trend: towards more flexible executives", Leadership & Organization Development Journal, Vol. 27 No. 7, pp. 584-596. https://doi.org/10.1108/01437730610692434

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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