The relationship between executive coaching and organizational pe.pdf

The coaching was beneficial to the participants

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the coaching was beneficial to the participants individually, as well as beneficial to the organization. The results from Thach‟s study (2002) illustrated an increase in leadership effectiveness on average of 55 percent and 60 percent, as evidenced by the 360 feedback ratings and the executive coaching. Organizational goals were achieved as well, namely, the stakeholder‟s perception of the effectiveness of leaders was increased, as well as the number of executives who were considered to be “ready now” for expanded leadership roles. The demographic data was not listed in the study, therefore there was no way to
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51 identify the percentage of female executives who had benefited from executive coaching in this study. Executive coaching was found to have a significant impact on changing leadership behavior in a study with more than 1,200 executives (Smither, et al., 2003). One important finding in this study was that those managers who worked with an executive coach were more likely to set specific goals, and to request ideas for development from their managers. This indicates the inherent value in the executive coaching process; namely, that as an executive coach provides feedback to the senior manager, it is the identification of specific goals that provide the direction for where the development, or improvement, can best be leveraged to increase performance, organizationally as well as individually. Further, when an executive seeks their manager‟s suggestions for development, it signals an awareness for constructive feedback and an openness to self-improvement on the executive‟s part. This study did not provide detail on the gender composition of the group of senior managers who participated in the study. Executive Coaching Impact on Performance of Female Executives The compelling reason to explore the impact that executive coaching does, or does not, have on the organizational performance of female executives can be answered, in part, by the following definition of feminist research, offered by Bierema (2002): “To summarize, the purpose of feminist research is to challenge the traditional assumptions and practices of research inquiry, to affirm women‟s value and contributions as women (not in comparison to men), to examine asymmetrical power relationships that marginalize and oppress women, to recognize gender as an essential category of analysis, to create awareness of how language
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52 renders women invisible and unspoken issues perpetuate oppression, and finally, to adv ocate social action and change” (p. 254). It is a fact that there continues to be a paucity of female executives in the executive suite today. As such, it makes sense to study the effects of a specific leadership development modality, such as executive coaching, to observe the measureable impact it has on the organizational performance of these female executives, such that Human Resource Development professionals can learn from these programs, and apply the new knowledge in the design of improved programs.
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