Executive coaching has been described as a multibillion dollar enterprise
(Ennis, 2004) costing some organisations up to $15,000 (USD) a day (Berglas,
2002). Executive coaching has also been reported as the second fastest growth
industry (Wasylyshyn, 2003). Despite these astounding figures, empirical executive
coaching research is still limited, thus more randomised, controlled studies are
required (Grant, 2005). There is a fundamental need for high quality research to
demonstrate the effects of executive coaching and provide justification for the level
of commitment expended. The current research program addressed this need through
three studies which together provide empirical evidence as to the psychological and
behavioural effects of executive coaching.
In the first study, twenty-three leaders from a year long transformational
leadership development program volunteered to participate in six sessions of
executive coaching. The study examined the effects of executive coaching on
leaders’ psychological states, specifically, their self-efficacy, developmental support,
positive affect, openness to new behaviours and developmental planning. The study
had an experimental design with random assignment of leaders to training and
control groups which provided a rigorous basis to distinguish the effects of executive
coaching from the effects of other leadership interventions in the program.
Comparison of the training group (after six executive coaching sessions) with
the control group (who had not received coaching) revealed that the training group
reported significantly higher levels of self-efficacy, developmental support, openness
to new behaviours, and developmental planning compared with the control group.
No significant effects were observed for positive affect. Further analysis, however,
revealed that the significant differences between the training group and the control
group were due to a decrease in the control group before they commenced executive
coaching, rather than because the training group increased on the psychological
measures after participating in executive coaching. It was proposed that this pattern
of results occurred because the pre-coaching measures were obtained at the end of a
two day training workshop, when the psychological measures may have already been
relatively high. Thus, the effect of executive coaching was to sustain the impact of
the workshop for the training group.
A longitudinal analysis was also carried out in Study One to examine whether
the effects of executive coaching on the psychological variables were sustained over
time. The pattern of change was examined at three time points: time one, prior to the
commencement of executive coaching, time two, after the completion of six
coaching sessions, and time three, six months after the completion of the six
coaching sessions. This analysis was also affected by the training group’s high precoaching
measures, but when the analyses were restricted to the control group (n=6)
– who by this stage had received executive coaching, significant change over time was observed on all of the study measures, which was sustained up to six months
after the completion of regular coaching sessions. However, because the control
group sample was small, these findings were tested again in Study Two.
The primary aim of Study Two though was to evaluate effects of executive
coaching on transformational leadership behaviour, measured with self, supervisor
and team member ratings. Twenty-seven leaders participated in this study. In the
first instance, an experimental design was used to investigate whether leaders in the
training group, who had been exposed to executive coaching, received higher ratings
in transformational leadership behaviour compared with leaders in the control group.
In the second instance this study examined whether there was change in
transformational behaviour over time, observed in the area that was the focus of
leaders’ developmental efforts. Both approaches yielded similar findings in that the
team member feedback identified significant improvement in leaders’
transformational leadership behaviour after executive coaching. There were no
significant changes in leaders’ self or supervisor ratings after executive coaching.
When the psychological effects of executive coaching were re-examined in
Study Two, the expected differences were observed between the training and control
groups. However, once again, the data from the training group failed to show the
anticipated pattern of improvement over time. This failure was attributed to the
small sample size and low statistical power. Consequently, a final analysis was
conducted combining the data from leaders who participated in Study One and Study
Two. This analysis measured change in leaders’ psychological states from pre-to
post-executive coaching and confirmed that after executive coaching leaders
experienced effects in the five psychological states measured. Thus, overall, the data
from the two studies supported the psychological impact of executive coaching.
In Study Three a qualitative approach was employed to triangulate the
quantitative results from Study One and Study Two. Eight leaders were randomly
identified from the Study One and Study Two samples, and interviews were carried
out with these leaders, their supervisors, two team members and their coaches (a total
of 40 interviews). The interview data confirmed the effect of executive coaching on
the previously investigated psychological variables and also identified coaching as
providing leaders with a sense of greater control. In terms of transformational
leadership behaviours, all participants in the study identified improvements in
leaders’ behaviour, particularly in communication, and the transformational
leadership dimensions of intellectual stimulation, inspirational motivation and
individualised consideration. One further aim of Study Three was to investigate the
environmental conditions to determine the impact they had on the effectiveness of
executive coaching. Constant change and high work load were most frequently
identified as restricting participants’ ability to benefit from executive coaching.
Overall, this program of research has demonstrated leadership development
through executive coaching. The studies revealed that executive coaching positively
enhanced the psychological states of self-efficacy, developmental support, positive
affect, openness to new behaviours, and developmental planning. Impressively, the
results also showed that executive coaching had sustained effects on some of the
psychological states, and on team members’ perceptions of their leader’s transformational leadership behaviour. Practically, these findings justify the use of
executive coaching in organisational settings. Theoretically, these outcomes
augment the limited body of knowledge in this area.
| Identifer | oai:union.ndltd.org:ADTP/265712 |
| Date | January 2007 |
| Creators | Finn, Fran A. |
| Publisher | Queensland University of Technology |
| Source Sets | Australiasian Digital Theses Program |
| Detected Language | English |
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