The relationship between executive coaching and organizational pe.pdf

Study supported this leadership development modality

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study supported this leadership development modality as an effective method to improve an individual female executive‟ s effectiveness on the job. Bernthal and Wellins (2006) found that nearly one third of internally promoted leaders fail, primarily because they lack people and/or interpersonal skills (p. 33). In particular, as more women are identified, developed and promoted into the executive suite, it becomes critically important to offer support and development opportunities as they transition to these new positions of authority and responsibility. Executive coaching suits this need well, as the type of leadership development methodology that supports these transitions, evidenced by the findings of this study.
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117 Finally, when asked to describe what they were doing differently they may not otherwise have done as a result of participating in the executive coaching, there were several comments: “Confronting issues with other departments and problem employees. Before coaching, I was seen as too nice.” “Examine when I want to avoid a particular change. I now review why I want to avoid.” “Pushing through fear rather than trying to avoid it.” “Self promotion, generally; more practically though is I learned how best to position my work and the work of my team.” We shift our focus now to understand how executive coaching impacted the organizational performance of female executives. First, the findings of this research study suggested that the executive coaching experience resulted in a positive impact on team performance, which led to improved communication, and increased the teams‟ ability to contribute value to the organization. An outcome of this impact was that the goals the teams worked towards were specific and clear, two distinct elements. As leadership is accomplished through individuals, a leader‟s ability to identify specific, and clearly defined collective goals a team or business unit will work towards is key, and leads to decreases in job ambiguity, a leading cause of organizational inefficiency. This led to increased business results, which culminated in increased speed to market, efficiency and productivity. “Able to increase the level of productivity of my team, which in turn, led to an increase of profitability to my business unit of $289,000,” was representative of the comments from female executives who provided additional thoughts on business areas impacted as a result of their participation in executive coaching. Other
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118 comments included: “Business results have improved as a result of the coaching I received on prioritizing and communication skills.” As suggested by the AMA/Institute for Corporate Productivity Coaching Survey 2008 (AMA, 2008), many organizations implement the use of a formal executive coaching program in order to improve organizational performance. A significant finding in the McDermott et al. (2007) study indicated that those organizations who focus coaching on positive performance outcomes report better results. As evidenced by the
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