Executive coaching: A critical review and recommendations for advancing the practice.

Peterson, David B.

doi:10.1037/12170-018

Cited by 32 publications

(44 citation statements)

References 164 publications

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“…Models for this type of development share six features (e.g. Davies, ; Kaiser & Kaplan, ; Mansi, ; Nelson & Hogan, ; Peterson, ). First, they depend on assessment feedback and are facilitated by a development professional.…”

Section: Discussionmentioning

confidence: 99%

The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

122

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In this study, dark‐side traits are conceptualised as extreme extensions of the “bright‐side” traits of the Five‐Factor Model that often have counterproductive effects. We predict which dark‐side traits will be related to ratings of “too little” and “too much” of four leader behaviors and how low levels of Emotional Stability may accentuate the relationship between dark‐side traits and excessive leader behavior. Analyses in a sample of 320 American and European managers and executives rated by 4,906 co‐workers provided support for most predicted relationships, with medium‐sized overall multivariate effects. Support for a moderating effect for Emotional Stability was also found. Scores near the normative mean on the dark‐side traits were associated with optimal levels of the leader behaviors, whereas both high scores and, unexpectedly, low scores were associated with extreme, ineffective leader behaviors. Implications are considered for future research on the role of the dark side in leadership, re‐conceptualising the interpretation of low scores on dark‐side personality scales, and the coaching and development of managers.

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Section: Discussionmentioning

confidence: 99%

The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

122

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“…In contrast, those with psychological training tend to use multiple methods and sources to inform strategic leadership development (Bono et al, 2009). Peterson (2010) suggests accurate insight into one's development needs as a condition facilitating effective coaching. For this reason, coaches often use personality assessments to provide strategic self-awareness to leaders regarding how they and others perceive the positive and negative aspects of their personalities (e.g.…”

Section: Personality and Leadershipmentioning

confidence: 99%

“…Peterson () suggests accurate insight into one's development needs as a condition facilitating effective coaching. For this reason, coaches often use personality assessments to provide strategic self‐awareness to leaders regarding how they and others perceive the positive and negative aspects of their personalities (e.g.…”

Section: Introductionmentioning

confidence: 99%

Meta‐Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

2013

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This paper concerns critical work behaviors for leaders across the globe and how scores on dark side personality measures predict those behaviors. Using a global archive of job analytic data, we first identify the work behaviors most critical for performance in managerial jobs across organisations, industry sectors, and countries. Next, we identify criterion‐related validation research studies including dark side personality measures and performance ratings for at least one of these critical work behaviors. Based on meta‐analytic results, we examine relations between scores on dark side personality measures and critical leader work behaviors. Also, we examine evidence of potential moderators of these relationships. Finally, we consider the implications of our results for I/O professionals engaged in using personality assessment for leadership development and executive coaching.

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“…During this process, personality does not change; however, with the development of self-awareness, behavior can change. Behavior change, not personality change, is the primary goal of development (Peterson, 2010).…”

Section: Practical Implicationsmentioning

confidence: 99%

Personality, leader behavior, and overdoing it.

Kaiser¹,

Hogan²

2011

Consulting Psychology Journal: Practice and Research

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This study tests predictions about links between personality and ratings of four leader behavior styles. It also examines the assumption that strengths can become weaknesses by determining the level of personality scores associated with ratings of "the right amount" vs. "too much" of the leader behaviors. Multivariate analyses in a sample of 126 managers and executives rated by 1,512 coworkers supported 93% of the predicted personality-leader behavior relationships, with an average observed effect size of R 2 ϭ .26. Distinct personality profiles defined each of the leader behaviors, and complementary behaviors were defined by opposing personality profiles. Consistent with recent findings of curvilinear personality-performance relationships, personality scores about 1 SD above the normative mean predicted doing too much of the leader behaviors. However, scores slightly below the mean also predicted doing too much of some leader behaviors. The findings indicate that leader behavior is related to a broad range of personality dimensions and show how both high and low scores on personality dimensions can compromise performance through an association with excessive behavior.

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Executive coaching: A critical review and recommendations for advancing the practice.

Cited by 32 publications

References 164 publications

The Dark Side of Personality and Extreme Leader Behavior

The Dark Side of Personality and Extreme Leader Behavior

Meta‐Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

Personality, leader behavior, and overdoing it.

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