Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected from two samples: 73 managers who received executive coaching for a period of eight months and 24 coaches. Results from 31 coach-coachee dyads were analyzed. Results indicate that the coach-coachee relationship plays a mediating role between the coaching received and development of the coachees' self-efficacy. Findings also show four significant correlates to the coach-coachee relationship: the coach's selfefficacy with regard to facilitating learning and results, the coachee's motivation to transfer, his or her perception of supervisor support, and the number of coaching sessions received.In organizational settings, executive coaching has become an increasingly common skill-development method (Bacon & Spear, 2003;Kampa-Kokesch & Anderson, 2001). The International Coaching Federation (ICF) alone numbered 15,000 members in 90 countries in 2008. However, many authors have noted the lack of scientific studies on the process and the outcome of executive coaching (see Lowman, 2005;Sue-Chan & Latham, 2004), and others have argued that this development approach is overused considering the paucity of research on the subject (McGovern et al., 2001). In short, the results from empirical studies indicate that executive coaching is positively associated with self-efficacy (Baron & Morin, 2007;Evers, Brouwers, & Tomic, 2006), leadership (Thach, 2002) (Smither, London, Flautt, Vargas, & Kucine, 2003). In regard to the process, very little is known about the variables that influence its effectiveness.The working relationship established between the coach and the coachee appears to be a key process variable. Numerous authors have suggested that a good working relationship constitutes an essential condition for the success of executive coaching (Kampa & White, 2002;Kampa-Kokesch & Anderson, 2001;Kilburg, 2001;Lowman, 2005). However, there are scarcely any reported studies of the link between the coach-coachee relationship and the effectiveness of executive coaching. Further, to our knowledge there are no studies that have examined the determinants of the coach-coachee working relationship. The goal of our study was to partially fill that gap in the literature. Our first objective aimed to answer the question, What role does the working relationship between the coach and the coachee have in executive coaching outcomes? In this study, exploration of the coach-coachee working relationship has been largely inspired by the literature on the working alliance from the psychotherapy domain. Specifically, we attempted to empirically explore the links between the coach-coachee relationship and self-efficacy, a variable significantly associated with training outcomes (Colquitt, LePine, & Noe, 2000;Salas & C...

Purpose -Executive coaching has become an increasingly common method to skill development. However, few rigorous empirical studies have tested its capacity to generate outcomes. The purpose of this paper is to investigate the links between executive coaching and self-efficacy in regard to supervisory coaching behaviors. Design/methodology/approach -The paper reports on a pretest-posttest study of a leadership development program using three training methods: classroom seminars, action learning groups, and executive coaching. Data are collected in a large international manufacturing company from 73 firstand second-level managers over an eight-month period. Findings -Results indicate that, after controlling for pre-training self-efficacy and other training methods, the number of coaching sessions has a positive and significant relationship with post-training self-efficacy. Results also show that utility judgment, affective organizational commitment, and work-environment support have each a positive and significant relationship with post-training self-efficacy. Practical implications -The paper first suggests that an organization that wishes to improve its return on investment with regard to coaching should implement a program with multiple sessions spread over a period of several months. This paper also suggests that organizations should consider coaching from a systemic point of view, that is, taking into account not only the design but also individual and situational variables. Originality/value -This paper contributes to the scientific literature by investigating, with a solid methodological design, the capacity of executive coaching to increase self-efficacy related to management skills.

Purpose – The purpose of this paper is to evaluate a three-year training program based on action learning principles with regard to its effectiveness in fostering authentic leadership (AL) and mindfulness among the participants. Design/methodology/approach – Data were obtained using a mixed-method design. Quantitative data were collected using a quasi-experimental sequential cohort design with comparison group, in which 143 participants responded to a self-evaluation questionnaire up to six times over a three-year period. Semi-structured interviews were also conducted with 24 managers. Findings – The results indicate that, as participants evolved through the leadership development program, self-reports of AL and mindfulness increased significantly and linearly as determined using repeated measures ANOVA, paired t-tests, and content analysis of interviews. Practical implications – The results suggest that a leadership development program based on action learning principles can foster the development of AL and mindfulness. The core elements of action learning (i.e. working on real problems, gaining new insights in a supportive and confrontational environment of one’s peer) appear to be key to bringing about real changes in the behavior of participating managers and maximizing the chances of generating lasting effects. Originality/value – This is the first longitudinal study to demonstrate that the development of mindfulness and AL – which calls for internalization of attitudes and behaviors – can be fostered by a leadership development program. The question of whether AL can be developed through planned interventions is paramount for advancing theory and research on AL.

Purpose-In a context of great complexity, many authors have focused on the beneficial effects of leadership flexibility (Denison et al., 1995), a capacity theoretically associated with mindfulness. The purpose of this paper is to better understand the relationship between mindfulness and behavioral flexibility in leaders. Design/methodology/approach-Data were collected from two samples: 100 active leaders from diverse economic sectors and 62 students pursuing an executive MBA degree. Findings-The results show that mindfulness is positively associated with the overall score for leader flexibility, and with its two dualities: self-assertive and directive vs collaborative and supportive, and long-term strategy vs short-term execution. Specifically, four of the five dimensions of mindfulness (nonreactivity, nonjudging, acting with awareness and describing) were positively correlated with the overall flexibility score. Practical implications-The results suggest that by developing mindfulness, managers might be better able to adapt their leadership style to the demands of different situations. To that end, interventions based on mindfulness are worthwhile options for use within organizations, particularly in the context of leadership development programs. Originality/value-While most models of leadership assume a linear relationship between certain leadership behaviors and performance, other voices suggest that effective leaders need to possess great behavioral flexibility so that they can adapt with agility to the multiple needs of the people and situations around them. Few studies have examined the factors that may play a role in leadership flexibility.

In this article, we examined the psychometric properties of a French translation of the Authenticity Scale created by A. M. Wood, P. A. Linley, J. Maltby, M. Baliousis, and S. Joseph (2008, The authentic personality: A theoretical and empirical conceptualization and the development of the authenticity scale, Journal of Counseling Psychology, 55, 385-399). In the first study (N ϭ 188), we assessed the reliability of this translation as well as its construct validity and discriminant validity from the Big Five personality traits. In the second study (N ϭ 437), we conducted a confirmatory factor analysis to confirm the factorial structure found in Study 1 and the factorial structure obtained by Wood et al. (2008). The results show that the psychometric properties of the French Authenticity Scale are comparable to those of the original English version. The scale has both good scale score reliability (␣ ϭ .77 to .82) and temporal stability over an 8-week period (r ϭ .54 to .69). It is based on a three-factor solution explaining 60% of the variance. The scale shows discriminant validity from the Big Five personality traits and is related to both subjective and psychological well-being. This article provides a valid and reliable instrument in French that measures dispositional authenticity and will be useful to clinicians, counselors, and researchers.

PurposeDespite 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/approachThe 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.FindingsResults 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 implicationsThe 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/valueThis study intended to delve deeper into the complexities of the coaching process by linking a key coaching process variable, the relationship, to coaching outcomes.

Based on semistructured interviews with 24 mid-level managers, this study examines the process of developing authentic leadership in a training context. The results revealed a process beginning with an exploration phase, in which participants increased their self-awareness and identified their leadership issues, identified new behaviors likely to address those issues, and tested those behaviors to confirm their effect. This was followed by an integration phase in which the participants reflected on the beneficial effects of those new behaviors and were able to adopt them in their organizational setting. The results also indicate that three phenomena activated by the training practices enable the participants to develop their authentic leadership, namely, a clamp effect, a safety-net effect, and an organizational simulation effect.

No abstract