Coaching Researched by Jonathan Passmore & David Tee

Author:Jonathan Passmore & David Tee [Passmore, Jonathan & Tee, David]
Language: eng
Format: epub
ISBN: 9781119656890
Publisher: Wiley
Published: 2020-10-27T00:00:00+00:00

SPONSORS' CRITICAL MOMENTS IN COACHING

While rigorous studies concerning the outcomes of coaching interventions from the perspective of clients and coaches are limited to less than 20 (de Haan & Duckworth, 2013), even fewer studies have investigated whether sponsors notice any positive outcomes that they attribute to the effectiveness of coaching. Nevertheless, preliminary evidence suggests that the beneficial effects of executive coaching are also visible to others in the organization. Studies that estimate the changes caused by executive coaching in terms of 360° feedback show that managers who worked with an executive coach receive better evaluations on the second 360° feedback instrument compared to those who did not work with an executive coach (Smither et al., 2003). Similarly, Thach (2002) found that leaders who were coached for an average of six months received more favorable evaluations through 360° feedback. Managers and HR partners of coaching clients have been found to report more effective leadership behaviors and better interpersonal skills among participants of a commissioned coaching program (Wasylyshyn, Gronsky, & Haas, 2006). Olivero, Bane, and Kopelman (1997) found that managers who participated in a management development program with additional coaching received higher ratings of productivity (an 88% increase) compared with managers who participated in the management development program alone (only a 22% increase in productivity).

In sum, there are a few empirical studies that suggest coaching interventions provide some benefits that are also visible to others in the organization. The second aim of the present study is to extend this line of research by inquiring more deeply into the experience of line managers and sponsors of coaching clients. More specifically, we aim to identify critical moments for sponsors of coaching and to compare triads of clients, coaches, and sponsors in terms of what critical moments they notice in shared coaching assignments. To the best of our knowledge, only two published studies so far have also included clients', coaches', and sponsors' perceptions of coaching outcomes separately, albeit that in the second study they did not necessarily stem from the same assignments. Peterson (1993) studied N = 370 leaders from various organizations at three points in time (pre‐coaching, post‐coaching, and follow‐up) with outcome defined by their own coaching objectives and five standard “control” items, rated by at least themselves, their manager, and their coach (multisource ratings). The coaching program was intensive and long‐term, with typically 50+ hours of individual coaching with a professional coach over at least a year. Peterson found that clients, on average, achieved significant improvement in all measures of outcome related to coaching objectives (effect sizes d > 1.5). Schlosser, Steinbrenner, Kumata, and Hunt (2006) invited triads of clients, coaches, and the clients' managers to report outcomes they attributed to coaching engagements. These participants were asked to select from a list of 25 outcomes the ones that they believed had improved as a result of the coaching engagement. While only N = 14 managers responded to the authors' request, results indicated that all three groups (clients, coaches, and managers) regarded employee “engagement” and “promotability” as the main outcomes of coaching.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.