The Effect from Coaching Based Leadership

Moen, Frode; Federici, Roger André

doi:10.5539/jel.v1n2p1

Cited by 9 publications

(11 citation statements)

References 49 publications

(52 reference statements)

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“…The challenge is to develop specific coaching techniques for agricultural organizations contributing to rural development. In this sense, coaching could motivate, develop and retain stakeholders in rural areas; always aiming to make rural areas more competitive in the changing environment (Moen and Federici, 2012). The rural areas coaching could integrate methodology that multiplies the capacities of the rural stakeholders, innovate in processes or management models and enhance rural areas results (Katona-Kovács and Bóta-Horváth, 2012).…”

Section: Research Results and Discussionmentioning

confidence: 99%

“…This is why "organizational coaching" focuses on all the staff working within it to achieve goals and goals. In this sense, several authors consider coaching as a way to motivate, develop and retain employees in organizations; always aiming to make companies more competitive in the changing market (Evered and Selman, 1989;Joo, 2005;Orth et al, 1987;Sherman and Freas, 2004 cited by Moen and Federici, 2012). In turn, the International Coach Federation (ICF, 2017), establishes a series of benefits of coaching for organizations, which are: to quickly and efficiently consolidate new promotions or changes of assignment, increase the loyalty of internal talent, integrate methodology that multiplies the capacities of the people, innovate in processes or management models and enhance business results.…”

Section: Introductionmentioning

confidence: 99%

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The Use of Coaching in the Agricultural Value Chain

Carpio

Urbano

2018

Proccedings of International Scientific Conference "RURAL DEVELOPMENT 2017"

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Agricultural organizations are faced with continuous processes of change: economic openness, national and international competition between companies, adaptation to new business management models -Corporate Social Responsibility-, changing markets and the need to comply with regulations and certifications. This has led to the generation of a great demand for knowledge, preparation and motivation of the people who work in the organizations and in the agribusiness environment. Organizations are obliged to seek strategies or business techniques that allow them to guarantee survival and increase their levels of competitiveness. Among these techniques the coaching technique is highly positioned. The objective of the research was to analyze the use of coaching in the agricultural value chain as a tool to contribute to rural development. The study analyzed 50 coaching companies in Spain, from which qualitative and quantitative data of agricultural and rural coaching were taken. Moreover, a sample of 22 coached agribusinesses in Spain was characterized in order to obtain a profile of the coaching in the agricultural value chain. Frequency, contingency and significance analysis were used to characterize the performance of coaching in the agricultural value chain. The results show that a business attitude among coaching is needed while the use of a combination of coaching tools could improve the agricultural value chain and rural development. It is necessary to promote the coaching techniques among the agricultural value chain, especially at the first stages of the chain, in order to increase the agricultural businesses competitiveness and to contribute to the rural development.

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Section: Research Results and Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Use of Coaching in the Agricultural Value Chain

Carpio

Urbano

2018

Proccedings of International Scientific Conference "RURAL DEVELOPMENT 2017"

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“…Previous researchers have highlighted the potential usefulness of mixed methods for achieving a broader high-quality evaluation of interventions and providing a better understanding of research (Abildgaard et al, 2016). Lastly, considering the current lack of effectiveness (Lacerenza et al, 2017) and success in applying coaching-based leadership skills back in the workplace (Moen and Federici, 2012), in the current study we also analyzed the durability of the effects over time.…”

Section: Discussionmentioning

confidence: 99%

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

2020

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In spite of the potential benefits that coaching-based leadership interventions can bring to organizations, basic questions remain about their impact on developing coaching skills and increasing psychological capital (PsyCap), work engagement and in-and extra-role performance. In a controlled trial study, 41 executives and middle managers (25 in the experimental group and 16 in the waiting-list control group) from an automotive sector company in Spain received pre-assessment feedback, a coaching-based leadership group workshop, and three individual executive coaching sessions over a period of 3 months. The intervention program used a strengths-based approach and the RE-GROW model, and it was conducted by executive coaching psychologists external to the organization. Participants (N = 41) and their supervisors (N = 41) and employees (N = 180) took part in a pre-post-follow up 360-degree assessment during the research period. Quantitative data were analyzed using Analyses of Variance (ANOVA) with a 2 × 2 design, paired-samples t-tests, and univariate analyses between groups. Results indicated that the intervention program was successful in increasing the participants' coaching-based leadership skills, PsyCap, work engagement, and in-and extrarole performance. Qualitative measures were also applied, and results from individual responses provided additional support for the study hypotheses. Regarding practical implications, the results suggest that the Coaching-based Leadership Intervention Program can be valuable as an applied positive intervention to help leaders develop coaching skills and enhance well-being and optimal functioning in organizations.

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“…In the coaching process, the work team is guided and stimulated to be active in learning by focusing on solutions and seeking positive solutions. (Moen & Federici, 2012)…”

Section: Coachingmentioning

confidence: 99%

Analysis of the Effect of Coaching on Teamwork Performance

Aldrin

Utama²

2019

IJRBS

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This study aims to examine the effect of coaching on teamwork, using a quantitative approach to test whether there are significant differences. The research sample was 15 employees who joined in one teamwork at the same company. The results show that the correlation between before using coaching and after its use is very strong and significant. So that it can be said that there is a significant difference in teamwork after being given coaching. Thus it is proven that coaching affects teamwork performance. Results are seen three months after coaching is taught. This is intended to see whether it can really be applied to the work team. The results found that there were very significant differences in the work team before and after coaching was taught.

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The Effect from Coaching Based Leadership

Cited by 9 publications

References 49 publications

The Use of Coaching in the Agricultural Value Chain

The Use of Coaching in the Agricultural Value Chain

Coaching-Based Leadership Intervention Program: A Controlled Trial Study

Analysis of the Effect of Coaching on Teamwork Performance

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