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The role and impact of executive coaching in the Maltese Public Sector

Duncan Borg Ellul (Faculty of Business Computing and Law, University of Derby, Derby, UK)
Tracey Wond (College of Business, Law and Social Sciences, University of Derby, Derby, UK)

International Journal of Public Leadership

ISSN: 2056-4929

Article publication date: 8 April 2020

Issue publication date: 18 May 2020

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Abstract

Purpose

The present study aims to conduct a critical review of an existing set of practices within the Maltese public sector.

Design/methodology/approach

This study is based on interpretivism (people-centred approach) embedded in a pragmatic research paradigm (the use of mixed methods).

Findings

Misconceptions about the role and practice of executive coaching in Malta relates to the similar roles ascribed to mentoring, supervision, therapy, consultation, coaching, audit and watchdog under the misnomer of “coaching”.

Research limitations/implications

The main contribution of this research is to the community of professional practitioners as well as to the Maltese central government to improve managerial effectiveness in the Maltese public sector with several endorsed policy-level recommendations presented in the study.

Practical implications

The results suggest a restructuring of a well-defined, structures, systems and dynamics within the Maltese public administration, the ability by senior management including senior public officers (SPOs) to recognise high-potential talents, the need to expand leadership capacity, the establishment of a professional coaching body and a national coaching network framework.

Originality/value

To the best of the authors’ knowledge, this is the first study that investigates the role and impact of executive coaching in the Maltese public sector using quantitative and qualitative empirical data.

Keywords

Citation

Borg Ellul, D. and Wond, T. (2020), "The role and impact of executive coaching in the Maltese Public Sector", International Journal of Public Leadership, Vol. 16 No. 2, pp. 145-173. https://doi.org/10.1108/IJPL-11-2019-0075

Publisher

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Emerald Publishing Limited

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