The relationship between executive coaching and organizational pe.pdf

Yet leadership development professionals continue to

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Yet, leadership development professionals continue to question the efficacy of executive coaching as a specific leadership development modality by which to develop managers, and future leaders, who possess the competencies their specific organizations find relevant and important. Very few empirical studies exist currently in the literature that quantify the impact, and measure the results, of this leadership development modality (Kampa-Kokesch and Anderson, 2001; Thach, 2002). To date, only one recent study (Starman, 2007) a dissertation - exists that specifically measured the outcome of an executive coaching program on the performance of female executives. Starman (2007) conducted a quantitative study in which 21 female executives participated. The respondents were employed in a variety of industrial sectors, including retail, finance, service, healthcare, insurance, non-profit, education, food/beverage, pharmaceutical and technology. A mix of organizational ranks was represented: managers, directors, presidents, vice presidents and two CEOs. The length of tenure in their current position at the time of the study ranged from less than one year to more than
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53 ten. In addition, the researcher determined that they had each received a significant amount of executive coaching, i.e.: ten or more hours. The researcher measured the responses to how executive coaching had impacted the executive‟s job performance. Included among the measures were the following areas: become a better manager, increase productivity, improve interpersonal communication, become a better leader, become more goal oriented, improved professional relationships, and improved job performance. Increases were noted by the respondents in the following areas: interpersonal communications (90%), professional relationships (81%), and productivity (76%) (Starman, 2007, p. 80). Furthermore, 90% believed that the executive coaching intervention had improved their job performance. Ballinger‟s (2000) study consisted of a group of forty -nine individuals, of which 21 were female executives, identified as High Performers. The results found that the female executives rated most of the coaching factors higher than men, including level of motivation, and achievement of objectives. Moreover, women valued more of the coaching factors, including such elements such as encouragement from the coach, behavior modeled by the coach, new skills learned in the coaching, personal effort and drive, new knowledge/insights from coaching, change to try/practice new behaviors and support from coworkers. The value of coaching to performance in current jobs was rated as significantly higher in this study. Overall, 33% of all respondents stated that the value of coaching to their career in their current organization, indicating their promotability, was greatly valued. No further information was available to discern the impact of the coaching on the female executives, nor the impact executive coaching had on their performance.
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54 Executive Coaching Impact on Organizational Performance
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