Investigating the role of the active ingredients in executive coaching

Smith, Ian; Brummel, Bradley J.

doi:10.1080/17521882.2012.758649

Cited by 20 publications

(28 citation statements)

References 30 publications

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“…Other variables related to the individual investigated by researchers which show a positive impact from coaching include: successful and sustained employment for homeless individuals [ 44 ], competency change [ 63 ], managerial flexibility [ 64 ], locus-of-control [ 39 ], solution-focused thinking and change readiness [ 31 ]. However these outcomes have only been investigated by a single study and their results are far from conclusive.…”

Section: Resultsmentioning

confidence: 99%

“…The following characteristics have been investigated experimentally in the literature: socioeconomic characteristics of the coachee [ 44 ], coachee involvement [ 63 ], coachee personality [ 29 , 70 – 72 ], coachee learning styles [ 73 ], coach background [ 74 ], working alliance and relationship quality (see Table 3 for exhaustive list), though many of these variables have only yet been explored by one or two studies making it very difficult to make conclusive judgments about how much these factors contribute to the effectiveness of coaching.…”

Section: Resultsmentioning

confidence: 99%

“…In terms of other coachee characteristics, the following were found to have a positive and significant link with coaching outcomes: coachee involvement [ 63 ], coachee self-efficacy [ 29 ], coachee learning styles [ 73 ], organisational level of coachee (executive versus middle manager) [ 61 ]. Partial support (i.e., the variable or some subscale of the variable was linked with one aspect or variable that was classified as a coaching outcome) was found with the following coachee variables: coachee goal orientation [ 76 ], feedback receptivity, learning goal orientation and developmental self-efficacy [ 75 ].…”

Section: Resultsmentioning

confidence: 99%

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Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It

2016

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PurposeThe primary aim of this paper is to conduct a thorough and systematic review of the empirical and practitioner research on executive, leadership and business coaching to assess the current empirical evidence for the effectiveness of coaching and the mechanisms underlying it.BackgroundOrganisations are increasingly using business coaching as an intervention to improve the productivity and performance of their senior personnel. A consequence of this increased application is the demand for empirical data to understand the process by which it operates and its demonstrable efficacy in achieving pre-set goals.MethodThis paper is a systematic review of the academic and practitioner literature pertaining to the effectiveness of business and executive coaching as a developmental intervention for organisations. It focuses on published articles, conference papers and theses that cover business, leadership or executive coaching within organisations over the last 10 years.ConclusionsThe main findings show that coaching is an effective tool that benefits organisations and a number of underlying facets contribute to this effectiveness. However, there is deficiency and scope for further investigation in key aspects of the academic research and we identify several areas that need further research and practitioner attention.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

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Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It

2016

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“…They emphasize the importance for coach practitioners to be competent to establish mutual trust and have communication skills. Smith and Brummel (2013) examined the impact of executive involvement in the development process, the influence of perceptions of competency developablity and the effects of creating a formal individual development plan. The results of their study prove that these specific components play a significant role in coaching interactions.…”

Section: Literature Reviewmentioning

confidence: 99%

Relevance analysis of factors enhancing coaching interactions in organizations

Rosha¹,

Lāce²

2018

JESI

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The article discusses the factors that are expected to enhance coaching interactions and reports the survey findings on the relevance of external and internal conditions to enhance coaching interactions in organizations. A particular focus of the literature review is to explore the factors ensuring a successful coaching interaction in organization. These characteristics are recognized as important predictors of coaching effectiveness. A questionnaire is designed to investigate the relevance of conditions that are likely to enhance coaching interactions in organisations. A list of conditions generally extracted from the literature review include external indirect conditions, external direct conditions, internal conditions at the level of organisation, internal conditions at the level of groups and internal conditions at individual (client's) level. The external indirect conditions comprise the reference to coaching in the context of EU documents. The external direct conditions are focused on the conditions that are expected to ensure the quality of service delivery. Internal conditions at the level of organisation are related to the features of organisational culture. The conditions at the level of groups have collaborative focus. Internal conditions at individual level are focused on the client. The survey was conducted from December 2014 to August 2015. Respondents were targeted from two groups: those who provide coaching service and those who receive this service. 75 coaches and coaching clients from Latvia and Lithuania took part in the survey. The obtained data is analyzed by using SPSS and conducting correspondence analysis to extract the most important factors. The analysis reveals the key factors under five categories that might be important in enhancing coaching interactions in organizations. The results obtained in the study are compared with the findings of theoretical and empirical literature review. The findings of the study are important for the further research in the field of organizational coaching to investigate the impact of factors on coaching delivery throughout organizational life cycle. Limitations. The data obtained by * The paper has been elaborated within the project 5.2.2 "The Development of Innovation and Entrepreneurship in Latvia in

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“…Facilitating creative development is a sophisticated process that requires the executive coach to assist the leader find a balance between learning skills and stimulating the imagination to explore new ideas (Robinson, 2011). Executive coaches who set developmental plans (a technique used in coaching engagements) also observed competency improvements in leaders compared to those who did not create developmental plans (Smith and Brummel, 2013). An important issue, which is beyond the scope of this paper, is the type of training required for the executive coach, in addition to the specific and non-specific factors mentioned, to successfully navigate the leader through the three stages of the GRM.…”

Section: Executive Coachmentioning

confidence: 99%

Guided Reflection Model: How Executive Coaching Can Assist Organizational Leaders Enhance Their Creativity, Innovation and Wisdom

Cerni

2015

EDUCATION

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This paper outlines how executive coaching can assist organizational leaders engage in a guided process of reflection to enhance their creativity, innovation and wisdom. The conceptual model proposed in this paper is an extension of the Cognitive-Experiential Theory (CET; Epstein, 2014) and the recently developed Cognitive-Experiential Leadership Model (CELM; Cerni, Curtis & Colmar , 2015). Empirical research has shown that people are continually influenced by two information processing systems; the rational system, which is a verbal reasoning system, and the experiential system, which automatically learns from experience (Epstein, 2014). The degree of influence varies along a dimension from negligible to almost complete dominance, depending on the context, affect and understanding of self (Denes-Raj & Epstein, 1994;Epstein, 1998b;Epstein, 2014;Handley, Newstead, & Wright, 2000). The proposed Guided Reflection Model (GRM) complements the CELM by suggesting that the executive coach can play an integral role in guiding the leader to better understand how the integration of the context, affect and self, that is continually under the influence of the rational and experiential systems, can enhance creativity, innovation and wisdom.

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Investigating the role of the active ingredients in executive coaching

Cited by 20 publications

References 30 publications

Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It

Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It

Relevance analysis of factors enhancing coaching interactions in organizations

Guided Reflection Model: How Executive Coaching Can Assist Organizational Leaders Enhance Their Creativity, Innovation and Wisdom

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