Evaluating the effectiveness of executive coaching: beyond ROI?

Meuse, Kenneth P. De; Dai, Guangrong; Lee, Robert J.

doi:10.1080/17521880902882413

Cited by 113 publications

(102 citation statements)

References 20 publications

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“…This view is not without its critics (Laske, 2004;De Meuse et al, 2009;Grant, 2012). In brief, the standard formula for calculating ROI involves subtracting the costs of coaching from the estimated value of the outcomes of coaching and then expressing this as a percentage.…”

Section: Controversies Related To the Measurement Of Coaching Successmentioning

confidence: 99%

The Efficacy of Executive Coaching in Times of Organisational Change

Grant

2013

Journal of Change Management

139

116

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Executive coaching is often used in times of organisational change to help executives develop the psychological and behavioural skills needed to focus on reaching their work-related goals whilst simultaneously dealing with the turbulence associated with organisational change. Despite its widespread use, little research has explored the impact of executive coaching during periods of organisational change. This within-subject study used both quantitative and qualitative measures to explore the impact of executive coaching during a period of organisational change on 31 executives and managers from a global engineering consulting organisation. Participation in the coaching was associated with increased goal attainment, enhanced solution-focused thinking, a greater ability to deal with change, increased leadership self-efficacy and resilience, and decrease in depression. The positive impact of coaching generalised to non-work areas such as family life. Recommendations are made for the measurement and design of executive coaching programmes.

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Section: Controversies Related To the Measurement Of Coaching Successmentioning

confidence: 99%

The Efficacy of Executive Coaching in Times of Organisational Change

Grant

2013

Journal of Change Management

139

116

View full text Add to dashboard Cite

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“…Passmore & Fillery-Travis (2011) tried to evaluate the effectiveness of this coaching. De Meuse, Dai & Lee (2009) found that coaching led to improvement of skills and task performance. Despite the law number of studies, the finding testifies to the possibility that coaching may promote behaviour change among motivated participants.…”

Section: Recent Studies: Coaching and Academic Achievementsmentioning

confidence: 99%

The Success Connection: The Relationship Between Personal Coaching and Academic Success

Yehuda¹,

Ungureanu²,

Stan³

2016

European Proceedings of Social &Amp; Behavioural Sciences

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The research deals with a Personal-Academic Coaching Program based on "The Six Stages Coaching Model" for promoting students' achievements, self-efficacy and effective learning strategies. Research literature pertaining to this research relies on Positive Psychology (Seligman, 2007), Humanistic Psychology and Self-Efficacy (Bandura, 1977) theories, and presents the Personal-Academic Coaching Model. The research examines the influence of personal academic coaching on students' achievements and the main findings of the first research stage. Statistical data shows that more than 30% of engineering students drop out in their first year which is not congruent with their academic ability. These data constituted the starting point for this research. The Program that was developed is a unique personal-academic coaching program for promoting students' learning, self-efficacy and academic achievements. All The coaches are college especially trained lecturers. The research aim was to examine the personal-academic coaching program's contribution to students' academic achievements. 407 engineering students in unsatisfactory academic status were chosen to participate in this mixed methods research. Partial findings revealed that students who participated in the personal coaching program reached higher achievements than their peers who did not. These findings reinforce the hypothesis that personal academic coaching contributes to improving students' grades and emphasizes the importance of investing in accompanying students in future programs. The validity of these findings will be examined in the second part of this research.

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“…De Meuse, Dai and Lee (2009) emphasise that the effectiveness of executive coaching needs to be clearly and scientifically demonstrated. According to Page and De Haan (2014), studies on the effectiveness of executive coaching lack experimental designs that include objective quantitative measures and comparable control groups.…”

Section: The Efficacy Of Executive Coaching In Leadership Developmentmentioning

confidence: 99%

The impact of coaching on the emotional and social intelligence competencies of leaders

Dippenaar

Schaap

2017

SAJEMS

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Background: The development of the emotional intelligence of leaders has become an exceptionally popular enterprise. However, the empirical research conducted by practitioners to date does not provide convincing evidence of the effectiveness of emotional intelligence development interventions. Robust and informative research on the effectiveness of coaching to develop the emotional intelligence of leaders is lacking.Aim: The purpose of this study was to determine, describe and evaluate the impact of a theoretically substantiated coaching intervention on the emotional and social intelligence competencies of leaders in a financial services company.Setting: The setting of the study is a financial services company in South Africa.Methods: A mixed method approach using a quantitative and qualitative research design was considered appropriate. The quantitative research method consisted of a quasi-experimental design using a non-equivalent pre- and post test control group to measure the impact of the coaching intervention on a sample of 30 leaders. The Bar-On EQ-i scale was selected as a reliable and valid measure of emotional and social intelligence competencies. Wilcoxon’s statistic was calculated to determine the statistical significance of score differences between the experimental (N = 30) and control (N = 30) groups. The qualitative research method was comprised of semi-structured interviews with six of the leaders and their supervisors.Results: The statistical results indicated that coaching significantly impacted the emotional and social intelligence competencies of leaders in terms of their overall emotional quotient (EQ), intrapersonal competency, interpersonal skills, stress management, self-regard and empathy. The semi-structured interviews provided rich descriptive themes and evaluations that corroborated the quantitative findings.Conclusion: This research provided convincing empirical evidence of the positive impact of a long-term, spaced and goal-focused coaching intervention on the emotional and social intelligence competencies of leaders in a financial services institution. The finding suggests that a theoretically well substantiated coaching intervention and a robust empirical study can be effective in demonstrating the impact of coaching on the emotional and social intelligence competencies of leaders. However, the implications of the limitations pointed out in this study could have influenced the findings, and future research aimed at improving relevant research models should take these into account.

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Evaluating the effectiveness of executive coaching: beyond ROI?

Cited by 113 publications

References 20 publications

The Efficacy of Executive Coaching in Times of Organisational Change

The Efficacy of Executive Coaching in Times of Organisational Change

The Success Connection: The Relationship Between Personal Coaching and Academic Success

The impact of coaching on the emotional and social intelligence competencies of leaders

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