High feedback orientation and emotional intelligence,
respectively influence the extent to which a client is able to
benefit from a professional coaching relationship. The authors
suggest that in research, sample demographics (e.g. executive
level) should determine the outcomes tested for more robust
research. They believe that client ownership of the process
(client had some choice in participating in the process and a
level of control over the process) is critical for success.
The current literature review aimed to extend on research
surrounding the benefits of organisational managerial
coaching, and if so, how practitioners should approach
coaching within their organisational setting. Key findings of
this review supported the efficacy of managerial coaching with
hierarchical coaching by line managers presenting as the
second most effective form of learning. It was suggested that
skills for managers that facilitate behaviours within their
coaching relationships include creating a learning
environment, caring and supporting staff, providing feedback,
communicating, and providing resource including other people.
Overall, a significant positive relationship between team
leader’s coaching expertise and team learning outcomes was
found, and as such it is critical to recruit and select team
leaders who are capable of exhibiting managerial coaching
practices. E-learning combined with face-to-face learning
interventions was found to be the most effective in setting
employee skill development in motion.
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Coaching is considered to be an effective tool for improving
the functioning of individuals in organizations. Research
suggests that it has significant positive effects on
performance and skills, well-being, coping, work attitudes,
and goal-directed self-regulation in the workplace.
One on one coaching has been found to create strong
relationship outcomes with the coachee. Further, the
goal-oriented outcomes of coaching have been shown to have a
strong effect on the workplace behaviour change rather then
attitude change. Findings suggest that coaching has stronger
effects on eliciting relationship outcomes with the coachee
than goal-attainment outcomes. Moreover, of the
goal-attainment outcomes, coaching has the strongest effect on
behavioural changes as opposed to attitudinal changes.
This review found that executive coaching not only benefits
the coachee on an individual level, but also positively
impacts those around the coachee and improves
organisational-level outcomes. Specific positive outcomes for
coachees include reduced stress/anxiety, better time
management skills, and improved cross-functional relationship
building. They were also perceived as a more effective leader
post-coaching with better management, team-building,
agenda-setting, and communication skills. The organisation
also benefits from increased employee satisfaction,
productivity, and leadership effectiveness.
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The effectiveness of workplace coaching is determined by
several factors including, a persons level of self-efficacy,
the level of motivation to be coached, how goal oriented the
session is, the trust within coaching outcomes, interpersonal
attraction, the feedback interventions and supervisory
support.
DOI: 10.1080/17521882.2011.596484
This review summarised
the current state of coaching research, exploring the nature
of coaching, coach behaviour studies, client behaviour
studies, relationship studies and executive coaching impact
studies. From this review, critical areas of research
highlighted that e-learning combined with face-to-face
learning interventions are shown to be the most effective in
employee development. Furthermore, this flexible multi-modal
learning results in increased employee engagement with their
daily roles, whilst generating an ROI. Through appreciation
and awareness of organisational culture and communication with
an experienced coach, significant behavioural changes are
often experienced within the workplace, ensuring successful
outcomes.
DOI: 10.1037/1061-4087.55.2.94
This outcome study
explored factors surrounding the selection of a coach,
employee's reactions to working with a coach, benefits and
downfalls of the choice between internal and external coaches,
the indications of successful coaching, favoured coaching
tools and the sustainability of learning and behavioural
change through coaching. Key outcomes from this study
included: (1) psychologist with doctoral degrees and/or
experienced in business/general management guided by strong
professional ethical principles are perceived as effective
coaches; (2) data and personal insight are of foremost
consideration to executives, therefore, psychometric tools
which psychologists substantially increase data-gathering
capabilities; (3) the key indications of successful coaching
include behaviour change and learning; (4) high sustainability
of learning and behavioural changes are likely to come from
successful coaching, as indicated by a psychological based
model including high levels of scrutiny of the appropriateness
of coaching conducted.
This article reviewed the existing literature on executive
coaching. Although the current literature provides some
evidence for its effectiveness in improving performance and
potential to facilitate change, a few concerns were raised.
Specifically, there is no widely accepted definition of
executive coaching or its standard of practice. The authors
believe that more needs to be known about the processes of
executive coaching, how its processes reach the desired
outcomes, and how it should differ between different
demographics. It also suggests that more rigorous research is
necessary to make any conclusions.
Managerial coaching has become a popular HR and organisational
developmental tool to improve employees’ attitudes and
behaviour in the workplace. This study found that managerial
coaching was effective in improving employee job performance.
Not only that, but managerial coaching also indirectly affects
job performance through (a) work engagement, (b)
leader-member-exchange quality, (c) job satisfaction, and (d)
turnover intentions.
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Leedham proposes a pyramidal model to holistically evaluate
executive coaching. Quality of executive coaching is dependent
on the four foundation factors: (a) Coaching process; (b)
Personal attributes of the coach; (c) Skills of the coach,
and; (d) The coaching environment.
These foundation
factors impact inner personal benefits of the coachee: (a)
Clarity and focus (b) Confidence, and; (c)
Motivation. Realising these inner benefits will
facilitate realisation of the following outer personal
benefits: (a) Enhanced skills; (b) Knowledge and
understanding, and; (c) Improved behaviours. By moving up the
pyramid with strong foundation factors, enhanced skills, and
improved behaviour, this will enable the executive to achieve
ideal business results.
*Note: This was cited in
another study that has been included into the Coaching
Platform notes. (Evaluating the effectiveness of
executive coaching: beyond ROI?)
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Coaching for Performance: GROWing Human Potential and Purpose:
The Principles and Practice of Coaching and Leadership (John
Whitmore)
https://www.performanceconsultants.com/grow-model
https://www.mindtools.com/pages/article/newLDR_89.htm
The GROW model is a leadership tool that focuses
on four steps in the acronym:
• Goal:
What do you want? [Goals and aspirations]
• Reality:
Where are you now? [Current situation and obstacles faced]
• Options:
What could you do? [Possibilities, strengths and resources]
• Will:
What will you do? [Actions and accountability]
The
GROW model aims for individuals to not only set SMART goals,
but for the goals to be inspiring and challenging. Individuals
can move between stages and revisit goals if necessary - one
does not have to strictly go through these stages in sequence.
In application, the GROW model assumes the coach takes on the
role as a facilitator; the coach is only helping the coachee
navigate their journey and options available.
Also
Whitmore, John (2009a) [1992]. Coaching for performance:
GROWing human potential and purpose: the principles and
practice of coaching and leadership. People skills for
professionals (4th ed.). Boston: Nicholas Brealey. ISBN
9781857885354. OCLC 314840903. The 5th edition was published
in 2017: ISBN 9781473658127. OCLC 1004819121.
Executive coaching often involves helping executives in
organisations address any crucial managerial weaknesses and
help them grow to higher levels of health and functioning.
Skills that executive coaching can help refine and grow
include (but are not limited to) (a) building trust in
relationships, (b) improving listening skills, (c)
strengthening delegation skills, and (d) improving technical
skills.
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Coaching helps build stronger leaders by developing
self-awareness and encouraging changes in behaviour. Executive
coaching helps leaders identify their goals and navigate any
challenges which impede progress towards goal achievement. To
guide coaching to the right direction, one must consider the
following points: (a) what is currently working well in an
organisation that can be built on, (b) any recurring obstacles
and challenges that affect the organisation’s effectiveness,
(c) what needs to be achieved in the short-term, (d) what is
needed of the team leaders, and (e) any obstacles the leaders
are facing.
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DOI: 10.1016/j.sbspro.2014.09.129
This study examined the
effects of managerial coaching on role clarity, job
satisfaction, and other job-related aspects of a coachee.
Individuals who underwent coaching have a higher degree of (a)
role-clarity, (b) job satisfaction, (c) work performance, (d)
career commitment and (e) organisational commitment. Employees
who had a clearer understanding of their work responsibilities
(.i.e. role-clarity) performed better at work and were more
committed to their careers and organisation. Furthermore,
satisfaction with work also positively impacts career and
organisational commitment, which in turn improves job
performance.
The aim of this research was to extend the motivational model
implemented in assistive technology, into a multipurpose
motivational model to provide support for an individual, which
can in turn be extended into a multipurpose motivational goal
model for a team of assistive agents. Key findings from this
researched revealed that users are often able to handle
conflicting goals and motives through the use of
personalisation of support provided through assistive
technology. Furthermore, that multipurpose coaching and
leadership development styles allows transferable skills to be
explored in many facets of the corporate environment.
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DOI: 10.1108/MD-10-2016-0688
The purpose of this paper
was to explore the role that executive coaching can have on
management competency training and development strategy, when
compared to other development and training methods. Findings
suggested that executive coaching is an effective management
training and development method, presenting as more effective
than the other techniques observed in terms of observable and
sustained management behaviour changes.
This study explored the impact of relational climate on the
coaching relationship quality. Findings suggested that
relational climate has a significant positive impact on
coaching relationship quality, leading to effectiveness
amongst executive leadership. This paper suggests that in
order to obtain an effective coaching relationship, there
should be a shared vision between the coach and client,
ensuring positive energy and compassion.
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The purpose of this paper was to provide an understanding of
the business impact that executive coaching can have,
enhancing the utilisation of coaching throughout a business.
Findings of the paper found that coaching produced intangible
and monetary benefits for seven out of eight business impact
areas; and ROI of $3,268,325 (689 percent). These business
impact areas included: (1) improved teamwork; (2) Team member
satisfaction; (3) Increased retention; (4) Increased
productivity; (5) Increased quality of consulting; (6)
Accelerated promotions; (7) Increased client satisfaction.
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DOI: 10.1080/17521882.2013.798669
This literature
review summarised team coaching literature to inform team
coaching practice. Key topics for effective coaching included
communication, decision making and conflict. A key condition
for effective team coaching was identified as providing
coaching to leaders on team design and structure. Furthermore,
benefits were found through individual coaching, peer coaching
and team off-site coaching. Results demonstrated interpersonal
and communication benefits from team coaching with overall
improvements in team performance.
This study explored experiences of coaching through media
selection via face-to-face, telephone, email and video
conferencing. Results of this study did not support the social
presence theory, but rather that the process of media
selection and the degree of presence of media in coaching
appear to be socially constructed phenomena embedded in
relational, behavioural and contextual variables. The paper
suggested that virtual coaching could deliver positive results
and that the process of virtual coaching allows for the
maintenance of strong coach-client relationships.
The purpose of this study was to investigate how executive
coaching assists in self-efficacy, specifically in regard to
supervisory coaching behaviours. Results demonstrated that an
employee's number of coaching sessions was significantly and
positively related to post-training self-efficacy.
Furthermore, it was suggested that utility judgement,
affective organisational commitment, and work-environment each
were positively related to post-training self-efficacy. Final
conclusions drawn from this paper surrounded companies wishing
to improve its return on investment through coaching should
implement multiple coaching sessions over a period of several
months. Moreover, coaching should take into account both
individual and situational variables specific to the
organisation and employees receiving coaching.
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This within-subject study explored the impact of executive
coaching during periods of organisational change, whilst
monitoring the psychological and behavioural skills needed for
executives to achieve work related goals during these periods.
Findings of this study revealed coaching was associated with
increased goal attainment, enhanced solution-focussed
thinking, increased ability for change management, increased
leadership self-efficacy and resilience, as well as decreases
in depressive levels observed. It was also found that
coaching’s positive impact extended to non-work domains such
as at home family life.
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In the US, 93% of US-based Global 100 companies use executive
coaches (Bono et al., 2009). In the UK 88% of organizations
use coaching (Jarvis, Lane, and Fillery-Travis,
2005).
In Australia 64% of business leaders and 72% of senior
managers report using coaches (Leadership Management
Australia, 2006). 71% of these Australians stated that having
a coach was an important factor in their decision to stay with
their organizations.
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A Fortune 500 firm launched an innovative leadership and
development effort which included group mentoring, individual
assessments and development planning, a leadership workshop
and work on strategic business projects. Coaching was of
foremost consideration in this approach to leadership
development, enabling coachees to work individually with
coaches to develop specific leadership competencies. The
findings at a snapshot revealed that coaching produced a 529%
return on investment with significant intangible benefits for
the business. Employee satisfaction was found to increase by
53%, customer satisfaction also by 53%, work output by 30% and
work quality by 40%. Furthermore, financial benefits from
employee retention boosted the overall ROI to 788%.
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Coaching demonstrated positive effects for affective,
skill-based, and individual-results outcomes. In other words,
coaching increased workers’ self-efficacy and satisfaction;
leadership and technical skills; and goal achievement and
productivity.
An experienced coach can attain trust, acceptance and
commitment of coachees, allowing for a range of
benefits. Coaches with a deeper level of psychological
understanding can offer new insights and help coachees to
improve their achievement in tasks and goals.
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