The present study aims to conduct a critical review of an existing set of practices within the Maltese public sector.
This study is based on interpretivism (people-centred approach) embedded in a pragmatic research paradigm (the use of mixed methods).
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”.
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.
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.
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.
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
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