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Executive coaching: Guidelines that work

Gil Bozer (Managing Human Resources Department, Sapir Academic College, Shderot, Israel)
James C. Sarros (Department of Management, Monash University, Melbourne, Australia.)
Joseph C Santora (Department of Management, International School of Management, Paris, France, and, Department of Management, Monash University, Melbourne, Australia)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 2 June 2014

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Abstract

Purpose

This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.

Design/methodology/approach

This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.

Findings

Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.

Originality/value

The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.

Keywords

Citation

Bozer, G., Sarros, J.C. and Santora, J.C. (2014), "Executive coaching: Guidelines that work", Development and Learning in Organizations, Vol. 28 No. 4, pp. 9-14. https://doi.org/10.1108/DLO-05-2013-0020

Publisher

:

Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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