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Article
Publication date: 8 April 2020

Duncan Borg Ellul and Tracey Wond

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

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.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

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Article
Publication date: 21 May 2020

Cathy Brown, Tristram Hooley and Tracey Wond

Career theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By…

Abstract

Purpose

Career theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.

Design/methodology/approach

Adopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.

Findings

The article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.

Research limitations/implications

This study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.

Practical implications

The article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.

Originality/value

This study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.

Details

Career Development International, vol. 25 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

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