This article examines the current state of executive coaching, focusing on its effectiveness, evaluation methods, and recent trends. Despite the growing adoption of coaching in organizations, there is a lack of consensus on optimal assessment methodologies and objective outcome measures. The COVID-19 pandemic and the emphasis on diversity and inclusion have significantly influenced coaching approaches. The article discusses the benefits of coaching, the absence of measurement in many organizations, and the importance of aligning coaching goals with organizational expectations. It explores various models and metrics for evaluating coaching effectiveness, including the Kirkpatrick/Phillips model and the calculation of return on investment (ROI). The article concludes by highlighting the need for coaches to develop comprehensive evaluation plans and integrate evaluation throughout the coaching process to demonstrate the value of coaching interventions.
References
[1]
Addison, L., & Shapiro, J. (2023). Coach for Positive (Coach4+): Using the Intersection of Positive Psychology, Positive Organisational Psychology and Executive Leadership Coaching to Facilitate Positive Leadership Outcomes. Coaching: An International Journal of Theory, Research and Practice, 16, 219-232. https://doi.org/10.1080/17521882.2023.2216776
[2]
Albizu, E., Rekalde, I., Landeta, J., & Fernandez-Ferrin, P. (2019). Analysis of Executive Coaching Effectiveness: A Study from the Coachee Perspective. ManagementLetters/Cuadernos de Gestión, 19, 33-52. https://doi.org/10.5295/cdg.170876ea
[3]
Anderson, D., & Anderson, M. (2005). CoachingThatCounts:HarnessingthePowerofLeadershipCoachingtoDeliveryStrategicValue. Elsevier/Butterworth-Heinemann.
[4]
Anderson, K., & Marino, M. T. (2022). Using Technology as a Compensatory Technique for Executive Function Skill Deficits during the Coaching Process. JournalofSpecialEducation Technology, 38, 539-546. https://doi.org/10.1177/01626434221146765
[5]
Athanasopoulou, A., & Dopson, S. (2018). A Systematic Review of Executive Coaching Outcomes: Is It the Journey or the Destination That Matters the Most? LeadershipQuarterly, 29, 70-88. https://doi.org/10.1016/j.leaqua.2017.11.004
[6]
Bachkirova, T. (2015). Self-Deception in Coaches: An Issue in Principle and a Challenge for Supervision. Coaching:An International Journal of Theory, Research and Practice, 8, 4-19. https://doi.org/10.1080/17521882.2014.998692
[7]
Bartlett II, J., Boylan, R., & Hale, J. (2014). Executive Coaching: An Integrative Literature Review. JournalofHumanResourceandSustainability Studies, 2, 188-195. https://doi.org/10.4236/jhrss.2014.24018
[8]
Bernard, P. (2006). ROIandCoaching:ApplyingMetricstoMeasuretheEffectivenessofCoachingPrograms. Measuring ROI of Coaching Programs. https://www.slideshare.net/PaulBernard4/bernardsampleroistudy-47830844
[9]
Bhatia, D., Naik, A., & Damle, P. (2022). Executive Coaching: Understanding the Coaching Needs of Young Executives. InternationalJournal of Virtual and Personal Learning Environments (IJVPLE), 12, 1-8. https://doi.org/10.4018/IJVPLE.309718
[10]
Boyatzis, R. E., Hullinger, A., Ehasz, S. F., Harvey, J., Tassarotti, S., Gallotti, A., & Penafort, F. (2022). The Grand Challenge for Research on the Future of Coaching. TheJournalofApplied Behavioral Science, 58, 202-222. https://doi.org/10.1177/00218863221079937
[11]
Boysen, S., Cherry, M., Amerie, W., & Takagawa, M. (2018). Organisational Coaching Outcomes: A Comparison of a Practitioner Survey and Key Findings from the Literature. InternationalJournalofEvidenceBasedCoachingandMentoring, 16, 159-166. https://radar.brookes.ac.uk/radar/items/26dfd471-5f0c-4aee-b445-4f739f530a3d/1/
[12]
Bringmann de Souza, E. C., & San Emeterio, M. C. (2024). Sustainability of Changes in Executive Coaching: Managing Partner’s Perspective. Coaching: An International Journal of Theory, Research and Practice, 1-22. https://doi.org/10.1080/17521882.2024.2304812
[13]
Brooks, P. J., Ripoll, P., Sánchez, C., & Torres, M. (2023). Coaching Leaders toward Favorable Trajectories of Burnout and Engagement. Frontiersin Psychology, 14, 125-132. https://doi.org/10.3389/fpsyg.2023.1259672
[14]
Burrell, D. N. (2019). Assessing the Value of Executive Leadership Coaches for Cybersecurity Project Managers. InternationalJournalofHuman Capital and Information Technology Professionals (IJHCITP), 10, 20-32. https://doi.org/10.4018/IJHCITP.2019040102
[15]
de Haan, E. (2021). What Works in Executive Coaching. Routledge eBooks. https://doi.org/10.4324/9781003127055
[16]
de Haan, E., Duckworth, A., Birch, D., & Jones, C. (2013). Executive Coaching Outcome Research: The Contribution of Common Factors Such as Relationship, Personality Match, and Self-Efficacy. ConsultingPsychology Journal: Practice and Research, 65, 40-57. https://doi.org/10.1037/a0031635
[17]
de Haan, E., Molyn, J., & Nilsson, V. O. (2020). New Findings on the Effectiveness of the Coaching Relationship: Time to Think Differently about Active Ingredients? Consulting Psychology Journal: Practice & Research, 72, 155–167. https://doi.org/10.1037/cpb0000175
[18]
DeLoyd, J., Valdivieso, M., Vonwiller, B., & Viertler, M. (2017). For Top Sales-Force Performance, Treat Your Reps like Customers. McKinsey & Company.
[19]
Ely, K., & Zaccaro, S. J. (2011). Evaluating the Effectiveness of Coaching: A Focus on Stakeholders, Criteria, and Data Collection Methods. In L. A. Boyce, & G. Hernez-Broome (Eds.), Advancing Executive Coaching: Setting the Course for Successful Leadership Coaching (pp. 317-349). John Wiley & Sons. https://doi.org/10.1002/9781118255995.ch12
[20]
Ericsson, K. A., Hoffman, R. R., Kozbelt, A., & Williams, A. M. (2018). TheCambridgeHandbookofExpertiseandExpertPerformance. Cambridge University Press. https://doi.org/10.1017/9781316480748
[21]
Farajollahi Moghadam, H., Abdollahi, B., Jafarinia, S., & Hasanpour, A. (2023). Analysis of the Indicators, Components, and Dimensions of the Effectiveness Model of Executive Coaching in the Red Crescent Society of the Islamic Republic of Iran. Jorar, 15, 21-30. https://doi.org/10.32592/jorar.2023.15.1.3
[22]
Fulmore, J. A., Olson, J., & LaCoste, L. (2022). The Long-Term Impact of Coaching in an Executive MBA Program. OrganizationManagement Journal, 19, 200-213. https://doi.org/10.1108/OMJ-08-2021-1331
[23]
Furnham, A., Grover, S., & McClelland, A. (2022). Choosing a Coach: The Influence of Age, Gender and Experience in Shaping Preferences for Business Coaches. Coaching:AnInternationalJournalofTheory, Research and Practice, 16, 139-154. https://doi.org/10.1080/17521882.2022.2112967
[24]
Gaertner, H. (2014). Effects of Student Feedback as a Method of Self-Evaluating the Quality of Teaching. StudiesinEducational Evaluation, 42, 91-99. https://doi.org/10.1016/j.stueduc.2014.04.003
[25]
Grant, A. M. (2012). An Integrative Goal-Focused Approach to Executive Coaching. InternationalCoachingPsychology Review, 7, 146-165. https://doi.org/10.53841/bpsicpr.2012.7.2.146
[26]
Grover, S., & Furnham, A. (2016). Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It. PLOS ONE, 11, e0159137. https://doi.org/10.1371/journal.pone.0159137
[27]
International Coaching Federation (2023). GlobalCoachingStudy.2023ExecutiveSummary. https://coachingfederation.org/app/uploads/2023/04/2023ICFGlobalCoachingStudy_ExecutiveSummary.pdf
[28]
Jones, R., Woods, S. A., & Hutchinson, E. (2014). The Influence of the Five Factor Model of Personality on the Perceived Effectiveness of Executive Coaching. InternationalJournal of Evidence Based Coaching and Mentoring, 12, 109-118.
[29]
Jones, R., Woods, S. C., & Zhou, Y. (2021). The Effects of Coachee Personality and Goal Orientation on Performance Improvement Following Coaching: A Controlled Field Experiment. Applied Psychology, 70, 420-458. https://doi.org/10.1111/apps.12218
[30]
Katz, H. (2021). The Role of Executive Coaching in Managing Organizations. HumanServiceOrganizations:Management, Leadership & Governance, 45, 177-183. https://doi.org/10.1080/23303131.2021.1915439
[31]
Khalique, F., Khan, N., & Saini, K. (2024). Executive Coaching for Organizational Success: A Critical Review. In A. J. Wefald (Ed.), NavigatingtheCoachingandLeadershipLandscape:StrategiesandInsightsforSuccess (pp. 78-95). IGI Global. https://doi.org/10.4018/979-8-3693-5242-7.ch005
[32]
Longenecker, C., & McCartney, M. (2020). The Benefits of Executive Coaching: Voices from the C-Suite. Strategic HR Review, 19, 22-27. https://doi.org/10.1108/SHR-06-2019-0048
[33]
Mbokota, G., Myres, K., & Stout-Rostron, S. (2022). Exploring the Process of Transformative Learning in Executive Coaching. AdvancesinDeveloping Human Resources, 24, 117-141. https://doi.org/10.1177/15234223221079026
[34]
McInerney, É., Giga, S., & Morris, A. S. (2021). Does It Last? A Systematic Review of the Enduring Effects on Managers from Executive Coaching. InternationalCoachingPsychology Review, 16, 22-50. https://doi.org/10.53841/bpsicpr.2021.16.2.22
[35]
Morukian, M. S. (2023). Embedding Diversity, Equity, and Inclusion into the Coaching Culture. In BuildinganOrganizationalCoachingCulture (pp. 206-222). Routledge. https://doi.org/10.4324/9781003379577-16
[36]
Nakamura, R. V., & da Cunha Bastos, F. (2022). Executive Coaching Applications’ Procedures and Strategies: A Case Study with a Sports Manager. IntercontinentalJournal of Sport Management,12, 1-17.
[37]
Nicolau, A., Candel, O., Constantin, T., & Kleingeld, A. (2023). The Effects of Executive Coaching on Behaviors, Attitudes, and Personal Characteristics: A Meta-Analysis of Randomized Control Trial Studies. FrontiersinPsychology, 14, Article ID: 1089797. https://doi.org/10.3389/fpsyg.2023.1089797
[38]
Noon, R. (2018). Presence in Executive Coaching Conversations—The C2 Model. InternationalJournalofEvidenceBasedCoachingand Mentoring,No. S12, 4-20. https://radar.brookes.ac.uk/radar/items/b0609d42-28e1-45e6-b029-f87ca934a023/1/
[39]
Offstein, E., Kentrus, R., Dufresne, R., & Wassell, S. (2023). Managing Metaphors-Executive Coaching and the Role and Power of Analogy. JournalofWorkplaceLearning, 35, 325-340. https://doi.org/10.1108/JWL-12-2022-0176
[40]
Pandolfi, C. (2020). Active Ingredients in Executive Coaching: A Systematic Literature Review. InternationalCoaching Psychology Review, 15, 6-30. https://doi.org/10.53841/bpsicpr.2020.15.2.6
[41]
Paterick, T. E. (2023). Is There Value in Physician Coaching? Implementation of a New Paradigm. TheJournalofMedicalPractice Management: MPM, 38, 192-195. https://doi.org/10.55834/halmj.2911548704
[42]
Payne, R., Lai, Y.-L., & McBride, K. (2023). How Does Executive Coaching Work? An Investigation of the Coach-Coachee Dyad. InternationalCoaching Psychology Review, 18, 34-44. https://doi.org/10.53841/bpsicpr.2023.18.1.34
[43]
Phillips, J. (2007). Measuring the ROI of a Coaching Intervention, Part 2. PerformanceImprovement, 46, 10-23. https://doi.org/10.1002/pfi.167
[44]
Schlosser, B., Steinbrenner, D., Kumata, E., & Hunt, J. (2006). The Coaching Impact Study: Measuring the Value of Executive Coaching. InternationalJournalofCoachingin Organizations, 4, 8-26.
[45]
Seiler, H. (2019). The Client as a Provider of Developmental Feedback for the Executive Coach. InternationalJournalofEvidenceBasedCoaching and Mentoring, No. S13, 114-125. https://radar.brookes.ac.uk/radar/items/096733e7-c6b6-4451-9f92-8e129e4e03d8/1/
[46]
Stokes, P. (2015). TheSkilledCoachee:AnAlternativeDiscourseonCoach. Sheffield Business School.
[47]
Tee, D., Misra, K., Roderique-Davies, G., & Shearer, D. (2022). A Systematic Review of Coaching Client Characteristics. InternationalCoachingPsychology Review, 17, 50-74. https://doi.org/10.53841/bpsicpr.2022.17.1.50
[48]
Terblanche, N. H. (2022). Managers’ Responses to the Initial Stages of the COVID-19 Pandemic: An Executive Coaching Perspective. Personnel Review, 51, 1534-1552. https://doi.org/10.1108/PR-07-2020-0540
[49]
Yates, K. (2015). Managing, Tracking and Evaluating Coaching Part 1: Where Are You Now? IndustrialandLearningin Organizations, 25, 36-41. https://doi.org/10.1108/ICT-08-2014-0057
