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The role of executive coaching in performance management

Barbara Kaufman (President of ROI Consulting Group, Inc. (www.roiconsultinggroup.com). She can be reached at drbarbkaufman@earthlink.net)

Handbook of Business Strategy

ISSN: 1077-5730

Article publication date: 1 January 2006

3560

Abstract

Purpose

The purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included.

Design/methodology/approach

The information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach.

Findings

Executives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met.

Practical implications

Coaching interventions to halt derailment can be avoided with timely performance feedback and management.

Originality/value

Executive coaching is a performance management tool, not a substitute for performance management.

Keywords

Citation

Kaufman, B. (2006), "The role of executive coaching in performance management", Handbook of Business Strategy, Vol. 7 No. 1, pp. 287-291. https://doi.org/10.1108/10775730610618954

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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