The relationship between executive coaching and organizational pe.pdf

There is evidence which suggested that diversity

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There is evidence which suggested that diversity efforts in United States corporations have increased with respect to ethnicity, race, educational level, tenure and gender (Carson, Mosley, & Boyar, 2004). The need for executive leaders is great, yet the
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12 number of women promoted into senior executive positions continues to slowly inch upward. Often, many organizational resources are marshaled into formal leadership development programs for the purpose of identifying, developing and promoting these executives (Collins, 2002). Leadership Development Organizations invest in educational training for their executives as they seek to develop global leaders in order to remain competitive on a worldwide scale. Typically, organizations institute a formal leadership development process to provide high potential employees with learning experiences, such that existing competencies can be developed further, while new skills can be gained. Recent studies have indicated that organizations with a systemic process in place that actively identifies, promotes, and develops individuals with high potential, have produced a return, on average, of 22% to shareholders (Bernthal & Wellins, 2006). According to Brungardt (1996) leadership development programs are defined as being, every form of growth or stage of development in the life-cycle that promotes, encourages and assists the expansion of knowledge and expertise required to optimize one‟s leadership potential and performance. (p. 83) The leadership development experiences may include executive coaching, mentoring, international assignments, action learning, job rotations, and off-site executive retreats (Collins, 2001). HR professionals involved in the design and implementation of leadership development progr ams expect that “leadership development efforts will result in improved leadership skills” (Sogunro, 1997, p. 714). An increase in individual
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13 leadership effectiveness is typically expected as a result of the general outcome of leadership development efforts. At the conclusion of leadership development programs, it is assumed that there will be improvement in an employee ‟s skills and performance, but the research indicated that this is not always the resulting outcome. Little evidence exists, however, which supports the premise that these leadership developmental experiences contribute to greater organizational performance (Collins, 2001). Similarly, several researchers (Collins, 2001; Fiedler, 1996; Kilburg, 1996) further expand upon this same finding. Their findings indicate that very little is known regarding the skills, knowledge, or processes in leadership development programs that contribute to organizational performance. Further, the ability to measure return-on-investment (ROI) of leadership development programs is a critical competency for HRD professionals to master, yet a recent study found that 78% of organizations do not regularly evaluate the return on investment of leadership development programs (Lockwood, 2006). Chiumento, an HR consultancy firm, conducted a survey of approximately 500 Personnel Today
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