The role of executive coaching in performance management
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