Executive coaching explained: the beginnings of a contingency approach
Abstract
Purpose
In this paper, we problematize the prevailing assumptions in the executive coaching literature that effective coaching is deliberative, trust-based and relational in nature, thereby requiring significant time investment before the focal leader might realize enacted benefits from the coaching. Contrary to these prevailing assumptions, we propose five contingencies wherein a more direct, performance-first approach to coaching may be more effective.
Design/methodology/approach
This conceptual paper reviews relevant literature to develop testable propositions regarding directive coaching contingencies.
Findings
We develop propositions that argue executive coaches will need to employ a more directive, urgent and accountable coaching relationship when the executive's career is in jeopardy, the organization is in distress, if the leader needs to signal legitimacy, if the coaching occurs within the boundaries of a high reliability organization or if the coach is working with an executive who has interim status.
Originality/value
This paper intends to advance the theory and practice of executive coaching by challenging executive coaching orthodoxy regarding the need for a deliberative, relational approach to coaching. Future research should broaden this theorizing and empirically test our propositions.
Keywords
Acknowledgements
The authors would like to thank the anonymous reviews and editor from the Journal of Management Development for their guidance in developing this manuscript. The authors would also like to thank anonymous Academy of Management reviewers and judges that provided insight and encouragement that resulted in an earlier version of this paper winning the Outstanding Field Report Paper Award for the Management Consulting Division in 2020.
Citation
Offstein, E.H., Dufresne, R.L. and Childers Jr, J.S. (2020), "Executive coaching explained: the beginnings of a contingency approach", Journal of Management Development, Vol. 39 No. 9/10, pp. 1041-1056. https://doi.org/10.1108/JMD-01-2020-0023
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited