The role of coachee characteristics in executive coaching for effective sustainability

Abstract

Purpose -Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre-training motivation, learning goal orientation, developmental self-efficacy, self-reported job performance improvement, self-awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development. Design/methodology/approach -A non-randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel. Findings -A significant interaction between learning goal orientation and pre-training motivation on improvement in job self-reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self-reported job performance among coachees with low levels of pre-training motivation. Finally, self-efficacy demonstrates a positive relationship with job performance improvement. Originality/value -This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.

Challenges for the Theory and Practice of Business Coaching

“…The review found some limited evidence that coachee motivation expressed through amount of effort invested and an open attitude to change (Audet & Couteret, 2012) in the coaching and self-efficacy are important characteristics linked to positive coaching outcomes (Anderson, 2013;Baron & Morin, 2010;Berg & Karlsen, 2012;Blackman, 2006;Bozer, Sarros, & Santora, 2013;De Haan, Duckworth, Birch, & Jones, 2013;Levy et al, 2002). It is important to note that most, but not all, of the coachees in the 111 studies reviewed were high achievers and/or took on the coaching voluntarily, suggesting little variation in motivation and confidence was available to be examined limiting conclusions.…”

The scope of coaching in the context of organizational change

“…General definitions of coaching, definitions of executive coaching and definitions of coaching in different business contexts were taken for analysis. The articles (Bozer et al 2013;Moen and Federici 2012;Passmore and Fillery-Travis 2011;Stober 2008) were chosen from the academic peer-reviewed journals including: Coaching: An International Journal of Theory, Research and Practice, Journal of Management Development. In addition, books on coaching (Cox et al 2011;Cox 2013; Hamlin et al (2008) for their study into 'conceptualizations and definitions of coaching'.…”

“…The results of Baron and Morin (2010) study suggest that coaching can have a real practical impact on the development of strong self-efficacy that enables to perform tasks more effectively. As a management developmental activity, coaching promotes organisational change and leads to sustainability (Bozer et al 2013). As an interactive form of organisational learning and leadership development (De Haan et al 2011, Page andde Haan 2014), coaching enhances the executive's behavioral change through self-awareness and learning, and thereby contributes to individual and organizational success (Bozer et al 2013, Berg & Karlsen 2011.…”

“…As a management developmental activity, coaching promotes organisational change and leads to sustainability (Bozer et al 2013). As an interactive form of organisational learning and leadership development (De Haan et al 2011, Page andde Haan 2014), coaching enhances the executive's behavioral change through self-awareness and learning, and thereby contributes to individual and organizational success (Bozer et al 2013, Berg & Karlsen 2011. Behavioural change within the organisational change opens a number of opportunities for coaching as a tool in implementing and sustaining change (Stober 2008).…”

“…According to the opinions of different scholars (Kelley et al 2005;Connor and Pokora 2007;Garvey et al 2009;Cox et al 2011;Audet and Couteret 2012;Cox 2013;Bozer et al 2013;Page and de Haan 2014), coaching can promote sustainable organizational change.…”