THE EVOLUTION AND IMPACT OF LEADERSHIP COACHING

International journal of evidence based coaching and mentoring, 2021

Coaching is a well-established developmental tool for senior managers and leaders, but almost no research has examined the value of coaching for young, emerging leaders. This paper presents two studies examining the impact of leadership coaching among university students. Study 1, a waitlist-controlled experiment, revealed that students who worked with a professional coach (compared to those in the waitlist group) exhibited larger changes in leader identity, self-concept clarity, humility, sense of purpose, satisfaction with life, and psychological distress. Study 2 supported the validity of these changes through observations of growth by peers, underscoring the developmental value of coaching for young, emerging leaders.

This evaluation survey was conducted following a leadership coaching program in which 37 senior leaders and managers participated. The survey aimed to examine the impact of the leadership coaching program in terms of both formative evaluation or how the program was delivered and summative evaluation or the broader impact of the program. A total of 105/250 individuals responded to the survey giving a response rate of 42%. Quantitative analysis showed that respondents were extremely positive about the relevance of the program to developing leaders at their organisation and the level of the intervention. In terms of effective elements of the program, the coaching relationship received the highest scoring responses. Respondents reported perceiving significant positive change at the individual, team and organisational level and these changes were attributed to the coaching program. For changes at the individual and team level, there was a significant trend for participants and raters to perceive greater changes than other employees. This trend was also apparent when the results were analysed by level with those higher in the organisation perceiving the greatest change. A conservative calculation on the return on the investment (ROI) gave a figure of 856%. Specific recommendations from the program in relation to how the program could be run more effectively and how the leadership coaching could be more effectively integrated into the organisation are discussed.

1999

The intricacy and speed of organizational life often force a company to make large-scale changes rapidly. This in turn requires leaders to quickly develop new leadership proficiencies and may require new attitudes and leadership styles. Few leaders have the time or patience to sit through leadership training courses, and training without orchestrated follow-up has not proven to be the most effective way to change behavior. How then can organizations implement the kinds of large-scale change they need to stay competitive in a rapidly changing market? For many companies who face this common challenge, a significant part of the answer is leadership coaching. The role of the leader is key whether the organization is merging with another entity, being acquired by another enterprise, reengineering its processes, downsizing its operations, or undertaking any number of productivity and profitability initiatives. For leaders, coaching offers concentrated, confidential conversations that, according to authors David B. Peterson and Mary Dee Hicks, "[equip] people with the tools, knowledge, and opportunities they need to develop themselves and become more effective." The operative words in this definition are "equipping people to develop themselves," for in the coaching relationship the individual being coached is responsible for his or her own growth. As a result of personal change, individuals grow as business leaders and can profoundly impact the shifts that are needed in their organization. Coaching works because it is pragmatic and purposeful. It provides questions that create an entry point for effective reflection about the nature of the needed organizational change. It helps the leader get past the superficial level of thought that occurs when organizational change is discussed only on a task level. It provides the human contact people hunger for in a technologically-altered world where more time is spent reacting instantaneously to faxes, pages, voicemail and e-mail messages than in one-to-one, face-to-face interactions. Typical comments by leaders who have been coached during large-scale change are, "You got me thinking about who I am as a leader and

JONA: The Journal of Nursing Administration, 2006

The International Journal of Coaching in Organizations, 2008

Effective leadership development programs involve more than classroom lectures and discussion. This article describes the elements within an executive leadership development program that contribute to enhanced performance improvement, and the various ways coaching is used to integrate the different elements within this program.

Training & Development Journal

Purpose-The purpose of this paper is to identify essential psychological-informed executive coaching approaches that enhance the organisational learning and development process and outcomes through integrating existing research evidence. Since coaching has been widely used in leadership development related areas and previous studies confirmed that this generates positive effects on individual-level learning in the organisational setting. The identified frameworks and influential factors outlined in this paper can serve as explicit guidelines for the organisation and management team when setting selection and evaluation benchmarks for employing executive coaches. Design/methodology/approach-An integrated review approach was applied to narratively synthesise 234 (k ¼ 234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten (n ¼ 10) experts in the field. Both qualitative and quantitative psychological-focused research evidence was included in this study. Findings-First, certain psychological approaches, such as cognitive behavioural, solution-focused, GROW and strength-based approaches, were highlighted in current research evidence. Second, the essential factors and skills, for instance, building trust, transparency and rapport, and facilitating learning were identified. Third, the main organisational learning and development outcome evaluation methods were outlined in this review, such as the self-efficacy scale, organisational commitment, workplace psychological well-being, 360-degree feedback and the Multifactor Leadership Questionnaire. Research limitations/implications-It is always challenging to integrate research evidence on coaching because of the diversity of theoretical disciplines upon which coaching interventions draw. Therefore, it is difficult to generate a meta-analytic review which can generate statistical results. This review also reveals room for improvement in the quality of existing coaching evidence in accordance with the criteria for evidence-based management or practice (Briner et al., 2009), such as research methodology and evaluation design. Moreover, there is a lack of evidence on this reflective process which helps professional coaches to ensure the quality of their practice and organisational support. Practical implications-This review offers a new perspective on the role psychology plays in the organisational learning and development practices. The identified coaching approaches, influential interpersonal skills and outcome evaluation methods can serve as practical guidelines when applying external coaching to facilitate a better organisational learning and development process and outcome. Originality/value-This is the first literature review to focus on contemporary psychological-informed coaching evidence (between 1995 and 2018) in the workplace setting. Despite the rapid growth in demand for professional coaching practitioners (International Coach Federation, 2016), there is a lack of research-informed evidence to overcome the challenges faced by organisations when employing external coaches, such as what selection criteria or evaluation benchmarks to use. This review takes a practical perspective to identify essential body of knowledge and behavioural indicators required for an executive coach to facilitate an effective learning and development outcome.

Purushartha: A Journal of Management Ethics and Spirituality, 2019

India, poised to thrust deep into a global economy, it has been imperative for organizations to understand, develop and establish a sustainable leadership. The new leadership role is focused at increasing need to work with other stakeholders, leading change across the business and beyond the business boundaries. With a pressure to showcase the return on investment, the organizations of today have more interest in the integrity, character and behaviour of the leaders. After careful consideration of need of the business, company XCart Limited, with a vision of achieving INR 2000 crores of revenue by 2021, have identified to impart executive coaching to two of its critical senior leaders, namely head of IT and head of Operation. With a proper plan in place, XCart want to see the change in the behaviour, change in the leadership competencies and impact on the business by those chosen leaders.

The Leadership Quarterly, 2010

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation that includes formative evaluations of the client, coach, client-coach relationship, and coaching process, as well as summative evaluations based on coaching outcomes. The paper also includes a quantitative synthesis examining evaluation methodologies in 49 leadership coaching studies. The results revealed that self-reported changes in clients' leadership behaviors are the most frequently assessed coaching outcome, followed by clients' perceptions of the effectiveness of coaching.

Journal of Education and Learning, 2012

The main purpose of the present study was to implement an experiment to explore the effects from coaching based leadership on goal setting, self-efficacy, and causal attribution. The study comprised of 20 executives and 124 middle managers at a branch of a Norwegian Fortune 500 company who all voluntarily participated in an experiment over a period of one year. The executives who were randomly chosen for the experiment group conducted a coach specific training programme over one year and executed coaching based leadership with the middle managers in the experiment group. The study uses ANCOVA to explore possible effects from coaching based leadership on psychological variables that have an impact on performance. The ANCOVA analyses from this study supported none out of three proposed hypotheses. Only one significant change in the experiment group was found, as successful attributions to ability increased. This study raises important questions about coaching based leadership. The results are mainly discussed related to possible conflicting roles in coaching based leadership and possible lack of competencies among the executives to efficiently fulfil their roles as coaches. Coaching in business is a fast growing industry and this study is a contribution to expand the amount of empirical studies with an experiment-and control group design that explore the effects from coaching based leadership.