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Executive Coaching Research Findings

Examining the Effectiveness of Executive Coaching on Executives

By Helen Paige, Flinders University School of Education

Key Extracts

The role of the organisational culture, and the support or otherwise of the organisation and its people is critical to coaching success. As evidenced by the Guskey evaluation, unless coaching is accepted within an organisation as a viable personal development programme, and an adult learning model, the learning that has been undertaken, and the behaviour change that might have occurred, may be in vain.

Of the four key coaching skills identified by the participants, the most crucial ones were the skill of developing and maintaining a trusting relationship, and a coach’s ability to challenge thinking and move people out of their ‘comfort zone’.

The challenge to executives, organisations and coaches, is to recognise that executive coaching as a formal executive development activity is a young professional practice that is ‘still forming its identity’ (Pinchot & Pinchot, 2000). For this reason scope exists for organizations and individuals to acknowledge that as a growing area of human resource development, executive coaching is still developing the appropriate behavioural techniques and methods to improve professional performance, personal satisfaction and organisational effectiveness (Kilburg, 1966).

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