Agents of “influence”: exploring the usage, timing, and outcomes of executive coaching tactics

Abstract

Purpose

Executive coaching is commonly utilized in organizations to facilitate the personal and professional growth of executives. Executive coaches utilize a variety of proactive influence tactics to create behavioral change in their clients. The current study aimed to examine coaches' perceived use and effectiveness of the outcome, timing, and objective of proactive influence tactics in coaching relationships.

Design/methodology/approach

Members of ten organizations affiliated with executive coaching were targeted for participation. A total of 110 participants completed the online survey.

Findings

Influence tactics including coalition, consultation, inspirational appeals, and rational persuasion were more frequently associated with client commitment. Consultation was more frequently utilized during initial influence attempts; pressure was more frequently utilized during follow‐up attempts. Coaches also reported using different tactics depending on the desired outcome of the influence attempt: coalition and pressure were utilized to change behavior, whereas coaches used consultation and rational persuasion to both change behavior and assign work.

Research limitations/implications

The results offer insights into executive coaching engagements, areas for potential training and development of practicing coaches, and techniques for creating more successful outcomes with coaching clients. The findings are limited by sample size, self‐report measures, and the lack of contextual or organizational information. Future research should expand these findings to provide additional information regarding the use of influence tactics in the executive coaching industry.

Originality/value

There is little empirical data regarding how executive coaches effectively influence behavioral change in their clients. The current study applies research on proactive influence tactics to the context of executive coaching, bridging these two previously disparate streams of research.

Citation

Lewis‐Duarte, M. and Bligh, M.C. (2012), "Agents of “influence”: exploring the usage, timing, and outcomes of executive coaching tactics", Leadership & Organization Development Journal, Vol. 33 No. 3, pp. 255-281. https://doi.org/10.1108/01437731211216461