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1 – 10 of 272Wilmar Cidral, Carlos Henrique Berg and Maria Lúcia Paulino
The major contribution of this paper is to propose a theoretical framework to coachee success and to identify the most relevant resources for coachee success.
Abstract
Purpose
The major contribution of this paper is to propose a theoretical framework to coachee success and to identify the most relevant resources for coachee success.
Design/methodology/approach
This article attempts to determine the constructs of coaching success through a systematic literature review. The review identified 1,048,880 papers. From these, the authors selected 39 articles for the research. From these articles, the main elements of coaching success were identified.
Findings
The main elements of coaching success are coach quality, coachee engagement, coaching process, coaching reflection, behaviors resulting from coaching and coachee success. Coach quality, coaching process and coachee are often considered as key variables to success. Coachee's behavior is linked to performance but approaches to effectful coaching vary.
Practical implications
Coachee success is connected with the coach's emotional skills and the formality process. Success requires communication, interpersonal relationship, planning, goal setting and progress monitoring. An interplay between the coach and the coachee's emotional skills and the formality process enables success. In business, where employees usually work in their chosen profession, coaching is a tool for education and improvement that brings positive results to the organization.
Social implications
On a personal level, it can lead to greater self-knowledge and to improvement in the quality of life. Coaching as a facilitator of the coachee's success must be more than a process in itself. It is a way of allowing the coachee to make a critical contribution in a broader context to an organizational culture that values human capital.
Originality/value
It contributes to the understanding of the mechanisms that lead to success in coaching. This systematic review adds to the few articles found on coachee success from over a million papers analyzed. It offers a proposed theoretical framework to coachee success, through a holistic approach.
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María Dolores Vidal‐Salazar, Vera Ferrón‐Vílchez and Eulogio Cordón‐Pozo
The purpose of this paper is to analyze the effectiveness of one of the more widespread techniques for personnel development and training: coaching. This technique in the business…
Abstract
Purpose
The purpose of this paper is to analyze the effectiveness of one of the more widespread techniques for personnel development and training: coaching. This technique in the business context entails boosting of a manager's capabilities so as to improve business results through a combination of experience, knowledge, support and the motivation provided by advisers who specialize in business management.
Design/methodology/approach
To analyze the effectiveness of this innovative technique, the authors examined a sample of 40 small companies located in Ceuta (an autonomous Spanish city in North Africa) using a Wilcoxon‐Mann‐Whitney test. Participants were divided into two groups; in one group, an individualized audit process was conducted to obtain an actual picture of managerial practices (focusing on needs and corrective measures). In the other group, an advising process also complemented a coaching phase that was implemented to facilitate employee adoption of the proposed measures. Ultimately, differences between these two groups were found.
Findings
Results indicate that coaching substantially increases the level to which processes of improvement are established within organizations, consequently increasing the competitive capability.
Practical implications
The findings highlight the potential benefits of the use of coaching in the business context. Coaching facilitates the implementation of a set of improvement measures designed to increase business competitiveness, suggesting that this type of advising stands to be very beneficial for companies.
Originality/value
Practices that lead to the development of human capital in organizations are basic tools for managers that are becoming increasingly essential for achieving business efficiency and strategic change. The paper analyzes the implementation of coaching in the business arena, specifically in the case of managers, which is a novelty given the dearth of empirical research on coaching. Thus, the results of the paper provide the wider academic community with empirical evidence on how coaching is a profitable practice for improving human resource management.
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– The purpose of this paper is to investigate factors impacting successful coaching of expatriates.
Abstract
Purpose
The purpose of this paper is to investigate factors impacting successful coaching of expatriates.
Design/methodology/approach
Data were gathered from 25 semi-structured interviews of coached expatriates, coaches and HR professionals. Interpretative Phenomenological Analysis was used to analyze and interpret the data.
Findings
Altogether, 16 factors impacting expatriate coaching success were identified. They were categorized with respect to the four-quadrant framework of Wilber. The findings suggest, for example, that coaching success is impacted by: from the coach and coachee as individuals perspective, international experience of the coach; from the coaching relationship perspective, coaching language and managerial leadership style; from the behaviors, processes, models and techniques perspective, a clear contract with objectives and evaluation, and challenging behavior of the coach; and from the systems perspective, organizational support.
Practical implications
Coaching processes, tools and techniques should be adapted to the needs and situation of the assignee. It would be beneficial if organizations ensured that their coaches are internationally experienced and that their managerial leadership style supports coaching. Coaching should be clearly defined and contracted with goals and evaluation. Coaching tools and techniques suitable for international coaching should be added to coach-training programs.
Originality/value
Given the paucity of expatriate coaching research, and the fact that expatriation continues to be a key component of the international management field, this paper contributes to coaching and expatriate research by identifying factors that give expatriate coaching success and by analyzing and presenting them using Wilber’s systemic four-quadrant framework.
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John M. Weathers and George P. White
Despite the rapid growth of executive coaching in the business world and nascent interest in education, there is no solid research base around how coaching impacts leadership…
Abstract
Despite the rapid growth of executive coaching in the business world and nascent interest in education, there is no solid research base around how coaching impacts leadership. Following the development of analytical case studies of coach and school leader dyads, we use causal process analysis to trace the complex pathways in which coaches impact leader development. In this process, we attempt to move beyond lists of traits and activities of effective coaching practice to develop a theoretical framework layered with thick description of leadership coaching situated within the context of a high poverty mid-sized urban school district. Findings include insights into the structures and practices that promote strong trusting relationships between the coach and coachee, how this relationship is central to deepening the impact of the coach’s work, and how co-leading provides the means of both modeling and guiding leaders toward personal and school improvement.
How do you ensure that your coachees are getting the most value, support, and challenge from your coaching sessions? Before you even start asking questions and engaging in a…
Abstract
Purpose
How do you ensure that your coachees are getting the most value, support, and challenge from your coaching sessions? Before you even start asking questions and engaging in a coaching conversation, neuroscience can help you! The purpose of this paper is to outline six easy strategies that you can deploy to enable the best brain state to aid cognition, decisions, and creative thinking for your coachee and yourself.
Design/methodology/approach
A viewpoint based on the latest research from neuroscience and the author’s expertise as a coach for over 15 years.
Findings
Using the latest research from neuroscience to assist coachees to find their own solutions to the issues they face ensures they take ownership and are more motivated to take action.
Originality/value
The paper takes key elements from the latest evidence in neuroscience and applies them to the practice of coaching.
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Chin Wei Chong, Yee Yen Yuen, Booi Chen Tan, Zainal Abu Zarim and Norhasniza Abdul Hamid
This paper aims to identify the key competencies managerial coaches have and examine the significant competencies that affect coaching effectiveness in the Malaysian…
Abstract
Purpose
This paper aims to identify the key competencies managerial coaches have and examine the significant competencies that affect coaching effectiveness in the Malaysian telecommunications industry.
Design/methodology/approach
The unit of analysis was individual managerial coaches who were working in the Malaysian telecommunications industry. Among the 300 questionnaires distributed, a total of 140 were obtained and deemed sufficiently complete to be useable. Descriptive and multiple regression analyses were used to analyze the data.
Findings
The results indicated that leadership development is the most important function of managerial coaching, followed by communication. In addition, co-creating the relationship and effective communication are the critical categories of competencies for managerial coaching. Analysis from the regression highlighted that effective communication is the influencing factor on the coaching effectiveness, followed by facilitating learning, and results. The findings also shown that all the core competencies in setting foundation are the significant influencing factors.
Research limitations/implications
Analyses relied on cross-sectional data and limits the generalizability of findings to other industries. The utilization of self-reported perceptual data may suffer from response bias.
Practical implications
This paper highlights personal or professional coaching characteristics that might affect managerial leadership development. It also provides a list of important criteria for developing effective managerial coaching to assist Malaysian managerial coaches to build a world class workforce.
Originality/value
Using International Coach Foundation competency model, this study provides an insight on the important criteria to develop and select coaching managers effectively which ultimately lead to performance improvement in the organization.
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Izaskun Rekalde, Jon Landeta and Eneka Albizu
The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of…
Abstract
Purpose
The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance.
Design/methodology/approach
Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected.
Findings
The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process.
Practical implications
This research furnishes a quantitative criterion for the evaluation and ranking of the determining factors in coaching success, which facilitates a justified selection of factors, both for research and professional purposes.
Social implications
This study makes it possible to better channel the allocation of resources and gearing of business decisions for the implementation of coaching programs.
Originality/value
This paper provides a systematic review of the empirically based literature dealing with the main success factors in the effective application of executive coaching, and contributes new factors derived from the knowledge of professional experts, along with a classified and ranked list of those factors, assessed in terms of their relevance to the satisfactory outcome of a coaching process.
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Gil Bozer, James C. Sarros and Joseph C. Santora
Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to…
Abstract
Purpose
Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre‐training motivation, learning goal orientation, developmental self‐efficacy, self‐reported job performance improvement, self‐awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development.
Design/methodology/approach
A non‐randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel.
Findings
A significant interaction between learning goal orientation and pre‐training motivation on improvement in job self‐reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self‐reported job performance among coachees with low levels of pre‐training motivation. Finally, self‐efficacy demonstrates a positive relationship with job performance improvement.
Originality/value
This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.
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Andrea Gallant and Virginnia Gilham
The purpose of this paper is to focus on teacher coachees’ perceptions of why some coaching goals (selected by coaches or coachees) were more achievable than others and how this…
Abstract
Purpose
The purpose of this paper is to focus on teacher coachees’ perceptions of why some coaching goals (selected by coaches or coachees) were more achievable than others and how this knowledge might advance a coaching culture that has the potential for sustainable improvements to teaching and learning.
Design/methodology/approach
As educators, the authors took a constructivist approach to grounded theory because the authors believe learning is socially constructed. The relationship between coach and coachees is underpinned by their constructed meanings and co-constructed learning. constructivist grounded theory (Charmaz, 1996) requires researchers not to start with a theory or hypothesis but to engage with data in a manner (coding, categorising, theorising) that allows for a theoretical understanding to emerge. In total, 22 teacher coachees from one school participated in this research. They were asked to complete an online questionnaire about their coaching experiences, speculating about why some goals (related to improving student reading, writing, speaking and listening, and math) were more achievable than others. One of the researchers had been a coach in the school, but not at the time of the research. Nonetheless online questionnaires were used as they offered teacher coachees anonymity to share their lived experiences (Charmaz, 2006). This data collection method also assisted in limiting accidental leading by an interviewer (Charmaz, 2006).
Findings
The investigation into longitudinal coaching (one to six years) indicated how coachees positioned themselves or peers, when reflecting on and seeking to establish why some coaching goals were more achievable than others. Coachees clustered around one of the following themes: Pragmatic I, Pragmatic We, Student Driven, Team Driven, Data Driven, Research Driven. Theorising within and across themes highlighted that while coachees shared the same concerns, they differed in terms of how much they each focused on them. This allowed the authors to gauge the intensity of the concern (dominate, moderate or slight) for each participant. Notwithstanding the overlap, the seventh theme (temporality) serendipitously aligned with their exposure to coaching. Differentiated models of coaching appears to be a way to establish a coaching culture as multiple models could be responsive to divergent coachees’ learning needs. In doing so it is more likely to support sustainable improvements in teaching and learning.
Research limitations/implications
The sample size (n=22) was appropriate for an in-depth analysis which allowed an understanding of coaching from the coachees’ first-hand experiences although it does limit generalisability. Another limitation is that coachees were not asked about teaching experience, hence the relationship between years of teaching and coaching exposure was not analysed. This is something that the authors feel now needs to be included in further research. Implications of the findings are that instructional coaches within schools may need to be more cognisant of the developmental stages and therefore differentiated needs of teacher coachees. This is particularly so if the aim is to promote sustainable pedagogical improvement.
Originality/value
This is a case study of the effects of longitudinal coaching (one to six years) in a school where all teachers are involved in being coached.
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Louis Baron, Lucie Morin and Denis Morin
Despite its growing popularity in applied settings, executive coaching has to date received little attention in empirical research, especially in regard to the coaching process…
Abstract
Purpose
Despite its growing popularity in applied settings, executive coaching has to date received little attention in empirical research, especially in regard to the coaching process. This paper aims to investigate the effect of working alliance rating discrepancies on the development of coachees' self‐efficacy, a key outcome in leadership development.
Design/methodology/approach
The paper reports on a pre‐ post‐test study of a leadership development program taking place in a large North American manufacturing company. Data were collected from two samples: managers receiving coaching over an eight‐month period and internal certified coaches. In total, 30 coach‐coachee dyads were analyzed.
Findings
Results from an analysis of covariance did not support the authors' hypothesis, by indicating that coachees having worked with a coach who underestimated the working alliance, in relation to his or her coachee, experienced more growth in self‐efficacy than coachees who worked with a coach who either accurately estimated or overestimated the working alliance.
Practical implications
The results sugges that coaches should coach with an “ongoing and deliberately maintained doubt as their only certainty”. The importance for coaches to be sensitive to signs of what the coachee is experiencing, and to take the initiative to verify the coachee's comfort level with the way coaching is proceeding is addressed.
Originality/value
This study intended to delve deeper into the complexities of the coaching process by linking a key coaching process variable, the relationship, to coaching outcomes.
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