Executive coaching: an exploration of the coachee's perceived value

IF 4.2 3区管理学 Q2 MANAGEMENT

Leadership & Organization Development Journal Pub Date : 2021-09-02 DOI:10.1108/lodj-02-2021-0046

Leticia Mosteo, A. Chekanov, Juan Rovira de Osso

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引用次数: 3

Abstract

PurposeThe goal of this qualitative study is to explore how different elements of the coach–coachee setting can affect the perceived outcome from coaching sessions by the coachee.Design/methodology/approachUsing thematic analysis on 197 semi-structured interviews of bank executives, the authors suggest an evidence-based sequential model on how the perceived value of the coaching process might be contingent on four elements.FindingsAs a result of the exploratory analysis, the authors’ suggest that the coach's guidance, coach's reliableness, coachee's willingness and coachee's self-awareness can determine the coachees' perceived effectiveness or usefulness from their coaching sessions.Originality/valueThere is little empirical data regarding the coachee's perceived value. The current study attempts to fill the gap in the existing literature by considering the coaching outcomes with particular regard to the executive's perceived value of coaching. This research adds to the literature on how to deliver effective coaching in organizations and provides empirical evidence to practitioners on how coachees perceive value from coaching.

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高管培训:探索受训者的感知价值

目的本定性研究的目的是探讨教练员-教练员环境的不同因素如何影响教练员对教练员训练课程的感知结果。通过对197位银行高管半结构化访谈的专题分析，作者提出了一个基于证据的顺序模型，说明教练过程的感知价值可能取决于四个要素。探索性分析的结果表明，教练的指导、教练的可靠性、教练的意愿和教练的自我意识可以决定教练在辅导过程中的感知有效性或有用性。原创性/价值关于教练员感知价值的实证数据很少。本研究试图填补现有文献的空白，通过考虑教练的结果，特别是关于高管对教练的感知价值。本研究增加了关于如何在组织中提供有效指导的文献，并为实践者提供了关于教练如何从指导中感知价值的经验证据。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Leadership & Organization Development Journal MANAGEMENT-

CiteScore

7.70

自引率

6.10%

发文量

期刊介绍： The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.