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Julia A. Fulmore, Jude Olson and Linda LaCoste
The purpose of this qualitative study is to conduct an exploratory investigation of the impact and sustainability of coaching on career and leadership development of students and…
Abstract
Purpose
The purpose of this qualitative study is to conduct an exploratory investigation of the impact and sustainability of coaching on career and leadership development of students and later, alumni, in an Executive Master of Business Administration (EMBA) program.
Design/methodology/approach
The sample for this qualitative study consisted of 14 alumni of an EMBA program at a private university in the Southwestern US who graduated between January 2012 and May 2019. Eleven alumni participated in the focus groups, and three alumni participated in personal interviews.
Findings
The open coding of the data resulted in three emergent themes (personal development by overcoming personal deficiencies, coaching translates to learning about leadership and coaching motivates sustained change) that confirmed the positive long-term effect of coaching as part of an EMBA program.
Practical implications
By participating in an executive coaching engagement, the EMBA students learned a development process that they could repeat for themselves after graduation and transfer to others. In addition, the EMBA students were able to leverage knowledge gained from the coaching experience for the development of others.
Originality/value
While the positive impacts of coaching are well-documented, its long-term impact on EMBA students/alumni has not yet been studied. This study builds on other evaluative studies to identify the benefits of executive coaching.
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Jenni Jones and Helen A. Smith
The purpose of this paper is to evaluate two coaching and mentoring programmes focused on the ever-increasingly important aim of enhancing the chances of professional level…
Abstract
Purpose
The purpose of this paper is to evaluate two coaching and mentoring programmes focused on the ever-increasingly important aim of enhancing the chances of professional level employment for undergraduate students, at two UK universities. In addition, to offer recommendations to enhance coaching and mentoring success within higher education (HE).
Design/methodology/approach
Two similar programmes are compared; the first study is a coaching programme delivered in two phases involving over 1,500 students within the business school. The second study is a mentoring programme involving over 250 students over a ten-year period within the business school at a different institution.
Findings
The two programmes have been compared against the key success criteria from the literature, endorsed by coaching and mentoring experts. The results highlight the importance of integrating with other initiatives, senior management commitment, budget, an application process, clear matching process, trained coaches and mentors, induction for both parties, supportive material, ongoing supervision and robust evaluation and record keeping.
Research limitations/implications
The research focuses on two similar institutions, with comparable student demographics. It would have been useful to dig deeper into the effect of the diverse characteristics of coach/mentor and coachee/mentee on the effectiveness of their relationships. In addition, to test the assumptions and recommendations beyond these two institutions, and to validate the reach and application of these best practice recommendations further afield.
Practical implications
The results identify a number of best practice recommendations to guide HE institutions when offering coaching and mentoring interventions to support career progression of their students.
Originality/value
There are limited comparison studies between universities with undergraduate career-related coaching and mentoring programmes and limited research offering best practice recommendations for coaching and mentoring programmes in HE. The top ten factors offered here to take away will add value to those thinking of running similar programmes within HE.
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Tünde Erdös, Joshua Wilt and Michael Tichelmann
Little is known about how individual differences play out in the process of authentic self-development (ASD) through workplace coaching. This article explores whether the Big Five…
Abstract
Purpose
Little is known about how individual differences play out in the process of authentic self-development (ASD) through workplace coaching. This article explores whether the Big Five personality traits and affective, behavioral, cognitive and desire (ABCDs) components of the Big Five personality traits were relevant to ASD, specifically examining the role of affect as a potential mediator.
Design/methodology/approach
In total, 176 clients' personality was assessed pre-coaching. Aspects of ASD (perceived competence, goal commitment, self-concordance and goal stability) were assessed post-coaching. Clients' affect balance (AB) scores were obtained post-session.
Findings
Multilevel path models showed that higher levels of mean AB (but not the slope) mediated the associations between personality and perceived competence and goal commitment. Personality predicted goal self-concordance, but these effects were not mediated by AB, neither personality nor AB predicted goal stability.
Research limitations/implications
The authors encourage randomized controlled trials to further test findings of this study. Ruling out method variance is not possible completely. However, the authors put forth considerations to support the authors' claim that method variance did not overly influence our results.
Practical implications
These results suggest the necessity of an optimal experience of affect for ASD in workplace coaching and the understanding of how ABCDs, AB and ASD are related beyond coaching psychology.
Social implications
A deeper understanding of personality processes is important for fostering ASD to meet the challenges of management development in the authors' volatility, uncertainty, complexity and ambiguity (VUCA) world.
Originality/value
This is the first study to test personality as a process in workplace coaching linking personality to one of the most valued leadership skills: authenticity.
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Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell and Luca Pietrantoni
The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social…
Abstract
Purpose
The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated.
Design/methodology/approach
Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions.
Findings
Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high.
Research limitations/implications
The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas.
Practical implications
The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance.
Originality/value
The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.
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Debora Jeske and Carol Linehan
Many employers experiment with virtual working modes for project-based work. Virtual internships are one such mode that is gaining increasing popularity worldwide, particularly…
Abstract
Purpose
Many employers experiment with virtual working modes for project-based work. Virtual internships are one such mode that is gaining increasing popularity worldwide, particularly e-internships that require remote working with employers. However, little is known about the extent to which e-internships present learning opportunities to such e-interns.
Design/methodology/approach
The current study examined mentoring experiences among a cross-sectional sample of 158 e-interns working for different companies. Data were collected using an online survey in two data collection rounds.
Findings
The length of the e-internships did not increase mentoring satisfaction, but the likelihood of e-interns having a mentor was higher the longer the e-internships. Mentoring was offered irrespective of working hours per week. Mentoring increased reported skill development, particularly in relation to their communication skills and their ability to think strategically about problems. In addition, mentored e-interns were more likely to have opportunities to cooperate with and help others. They likewise had opportunities to share information, knowledge and experiences.
Research limitations/implications
The study recruited interns from various countries. Potentially relevant cultural differences were not explored as part of this study.
Practical implications
The results demonstrate that the benefits of mentoring observed in relation to traditional internships can be fostered in e-internships. E-internships represent an opportunity for managers and employees, regardless of company size, to become mentors. E-internships thus represent another work-integrated as well as work-applied learning and skill development opportunity that creates additional options for many interns and organisations alike.
Originality/value
The evidence suggests that mentoring is becoming a regularly available feature for virtual and temporary workers such as e-interns, many of which are hired for short-term projects. As remote working has become a standard practice, e-internships are on the rise – and worthy of further study in order to promote best practices.
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