OB330/OB331 Leadership Fellows: Coaching & Leadership
Coaching & Leadership
Baron, Louis & Lucie Morin. 2010. The impact of executive coaching on self-efficacy related to management soft-skills. Leadership & Organization Development Journal, 31(1):18-38
Purpose – Executive coaching has become an increasingly common method to skill development. However, few rigorous empirical studies have tested its capacity to generate outcomes. The purpose of this paper is to investigate the links between executive coaching and self-efficacy in regard to supervisory coaching behaviors.
Findings – Results indicate that, after controlling for pre-training self-efficacy and other training methods, the number of coaching sessions has a positive and significant relationship with post-training self-efficacy. Results also show that utility judgment, affective organizational commitment, and work-environment support have each a positive and significant relationship with post-training self-efficacy.
Practical implications – The paper first suggests that an organization that wishes to improve its return on investment with regard to coaching should implement a program with multiple sessions spread over a period of several months. This paper also suggests that organizations should consider coaching from a systemic point of view, that is, taking into account not only the design but also individual and situational variables
Bennett, John and Mary Wayne Bush. 2009. Coaching in Organizations. OD Practitioner, 41(1):2-7
The article discusses current trends and future opportunities in organizational coaching. It specifically refers to a study on organizational coaching, which identifies five leading trends for organizational coaching in the U.S. The trends show that coaching is evolving as a discipline and a profession and the demand for coaching is increasing. There is a move toward evidence-based coaching. Coaches have new technologies at their disposal to deliver coaching. Many organizations are implementing virtual coaching which is done entirely over the phone or Internet.
Coutu, Diane, et al. 2009. What Can Coaches Do for You? Harvard Business Review, 87(1):91-97
Today's business leaders increasingly rely on coaches for help in understanding how to act in a demanding and volatile world. These confidants and advisers can earn up to $3,500 per hour. To understand what they do to merit that money, HBR conducted a survey of 140 leading coaches and invited five experts to comment on the findings. Commentators and coaches agreed that the reasons for engaging coaches have evolved over the past decade. Ten years ago, most companies hired a coach to help fix toxic behavior at the top. Today, most coaching is about developing the capabilities of high-potential performers or acting as a sounding board. As a result of this broader mission, there's a lot more fuzziness around coaching engagements, whether it be with regard to how coaches define the scope of engagements, how they measure and report on progress, or what credentials a company should look for when selecting a coach. Do companies and executives get value from their coaches? When we asked coaches to explain the healthy growth of their industry, they said that clients keep coming back because "coaching works." Yet the survey results also suggest that the industry is fraught with conflicts of interest, blurry lines between what is best handled by coaches and what should be left to mental health professionals, and sketchy mechanisms for monitoring the effectiveness of a coaching engagement. The bottom line: Coaching as a business tool continues to gain legitimacy, but the fundamentals of the industry are still very much in flux. In this market, as in so many others today, we have to conclude that the old saw still applies: Buyer beware!
Gallo, Amy. 8/29/16. How to Manage Managers. Harvard Business Review Digital Articles, 2-6
The article discusses issues in personnel management, particularly on how to effectively manage the managers, citing the claim by Harvard Business School professor Linda Hill that managing managers needs leadership coaching.
Homan-Blanchard, Madeleine. 2017. What Really Happens in Executive Coaching? Chief Learning Officer, 16(6):42-57
The article offers information on the coaching of executives and discusses how it works. Topics discussed include the objective of the coaching to build self-awareness in executives, the views of Jill Clark, group vice president of talent management at JDA Software Inc., on it, and the benefits of providing training to their employees for organizations. Also mentioned are the benefits of coaching for business communication and business goals.
Larcker, David F., Stephen Miles, Brian Tayan, and Michelle E. Gutman. 2013 Executive Coaching Survey. Stanford Graduate School of Business, Center for Leadership Development and Research, Rock Center For Corporate Governance, and The Miles Group.
More than 200 CEOs, board directors, and senior executives of North American public and private companies were polled in the 2013 Executive Coaching Survey. The research studied what kind of leadership advice CEOs and their top executives are — and aren’t — receiving, and the skills that are being targeted for improvement.
Mccormick, Iain and Giles St. J. Burch. 2008. Personality-focused Coaching for Leadership Development. Consulting Psychology Journal: Practice and Research, 60(3):267-278
The science of personality measurement in the workplace has developed a great deal in the past 2 decades, and the five-factor model (FFM) is generally recognized as the most notable taxonomy of "normal" personality. Meanwhile, coaching has become a well-established method of one-on-one leadership development in many organizations. Given the research investigating the relationship between the FFM and work-related behavior and performance, including leadership, the authors' aim is to advocate the profiling of personality against the FFM to provide a useful framework for behavioral change in executive coaching. Coaching typically deals with skill deficits, performance problems, change challenges, and issues raised by the executive himself or herself, and a research-based understanding of personality--behavior linkages can provide valuable insights for the coach and coachee and a path forward to a wide range of coaching challenges
Sabatier, Marielena. 2016. Coaching for Leadership. Training Journal, 14-16
The article explores the role of executive coaching in developing leadership of new managers. Topics include the Learning and Development report 2015 from the Chartered Institute of Personnel and Development (CIPD), insights from American management consultant Peter F. Drucker, and tips to succeed in a new management role.
Susing, Ingo. 2016. Coaching at the Top. OD Practitioner, 48(4):13-19
This article discusses a paper which describes the challenges of successfully deploying coaching initiatives at the most senior levels of leadership of an organization. Topics covered include how Australian organizations interviewed for the research view coaching, the obstacles and challenges impacting senior leader coaching in terms of organizational environment, coaching participants, and leadership coaches, and how these challenges can be addressed to achieve optimal and consistent outcome.
Tamir, Lois and Laura Finfer. 2017. Younger and Older Executives Need Different Things from Coaching. Harvard Business Review Digital Articles, 2-5
We examined data from 72 executive coaching engagements we conducted from 2008 to 2014. Our data included executives’ scores on personality and emotional intelligence assessments, interviews with their managers and HR, and our case notes. The average coaching engagement lasted six to 12 months. The executives came from a wide array of industries, including financial services, pharmaceuticals, and media. We divided the sample into age decades: 18% were age 30–39; 61% were 40–49; and 21% were 50–59. The gender breakdown was 54% male and 46% female.
Vickers, Amanda. 2009. Can Managers Be Coaches? Training Journal, 61-64
The article overviews the real essence of truly effective coaching in a large firm in Great Britain. It reveals that 71 percent of employers adopt coaching in their organization to enhance the skills of business managers and for future business developments. Coaching is recognized as the most powerful approach for creating business success and effective working environments.