While executive coaching is a key means by which organisations and individuals build executives’ capabilities, very little research has investigated how effective or beneficial this development tool is to the individuals or the organisations in which they work. The purpose of this study was to examine executive coaching effectiveness by investigating whether executive coaching has an impact on coachee performance outcomes as well as individual outcomes as manifested by self awareness, career satisfaction, job affective commitment, and job performance. Coaching outcomes were examined through a quasi-experimental field pre-post design with an untreated control group. The study participants (n=197) were drawn from the client bases of four Israeli-based firms whose primary professional services focused on executive coaching. The primary conclusion is that executive coaching may be a mechanism by which executives could be helped in improving and maintaining a high level of career satisfaction. The results should assist organizations in designing more effective executive coaching programs, and in making informed decisions about implementing and measuring executive coaching.
AikenS. G., & WestS. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park: Sage Publications.
2.
AitkenP., & MalcolmH. J. (2010). Developing change leaders-The principles and practices of change leadership development. Oxford: Elseveir.
3.
AllenN. J., & MeyerJ. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational and Organizational Psychology, 63(1), 1–18.
4.
AntonacopoulouE. P. (2000). Employee development through self-development in three retail banksPersonnel Review, 29(4), 491–508. doi:10.1108/00483480010296294
5.
ArthurM. B., & RousseauD. M. (1996). The boundaryless career as a new employment principle. In ArthurM. B. & RousseauD. M. (Eds.), The boundaryless Career: A new employment principle for a new organizational era (pp. 3–20). New York: Oxford Uninversity Press.
6.
AshfordS. J. (1989). Self-assessments in organizations: A literature revuew and integrative model. Research in Organizational Behaviour, 11, 133–174.
7.
AustraliaS. (2010). Coaching in organizations-Survey of coaches. Report of Survey. Standards Australia. Sydney.
8.
BaconT. R., & SpearK. I. (2003). Adaptive coaching: The art and the practice of a client-centered approach to performance improvement. CA: Davis-Black.
9.
Baek-KyooB. J. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488.
10.
BanduraA. (1982). The self and mechanisms of agency. In SulsJ. (Ed.), Psychological perspectives (Vol. 1). Hillsdale, NJ: Erlbaum Associates.
11.
BassB. M., & YammarinoF. J. (1991). Congruence of self and others’ leadership ratings of naval officers for understanding successful performance. Applied Psychology: An International Review, 40(4), 437–454.
12.
BergI. K., & SzaboP. (2005). Brief coaching for lasting solutions (1 ed.). New-York: W.W. Norton & Company.
13.
BertrandM., & SchoarA. (2003). Managing in style: The effect of managers on firm policies. Quarterly Journal of Economics, 118(4), 1169–1208.
14.
BlackmanA. (2006). Factors that contribute to the effectiveness of business coaching: The coachees perspective. The Business Review, Cambridge, 5(1), 98–104.
15.
BonoJ. E., PurvanovaR. K., TowlerA. J., & PetersonD. B. (2009). A survey of executive coaching practices. Personnel Psychology, 62(2), 361–404.
16.
BozerG., & Pirola-MerloA. (2007). Executive coaching effectiveness: A conceptual framework. Monash Business Review, 2(2), 44–45.
17.
BrockV. G. (2008). Grounded theory of the roots and emerfence of coaching. Doctoral dissertation. International University of Professional Studies, Makawao, Maui.
18.
BrooksI., & WrightS. (2007). A survey of executive coaching practices in new Zealand. International Journal of Evidence based Coaching and Mentoring, 5(1), 30–41.
19.
Brotman, Liberi, & Wasylyshyn (1998). Executive coaching: The need for standards of competence. Consulting Psychology Journal: Practice and Research, 50(1), 40–46.
20.
BrownM., & HockmanJ. (2004). Right, coach. Association Management, 56(12), 41–43.
21.
CavanaghM. J. (2005). Mental healh issues and challenging clients in executive coaching. In CavanaghM. J., GrantA. M. & KempT. (Eds.), Evidence-based coaching: Theory, research and practice from the behavioral sciences (Vol. 1, pp. 21–36). Brisbane: Australian Academic Press.
22.
CollingsD. G., & MellahiK. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313.
23.
CoutuD., KauffmanC., CharanR., PetersonD. B., MaccobyM., & ScoularP. A. (2009). What can coaches do for you?Harvard Business Review, 87(1), 91–97.
24.
Dawdy (2004). Executive coaching: A comparative design exploring the perceived effectiveness of coaching and methods. Dissertation. Capella University, Minneapolis.
25.
DiedrichR. C. (1996). An iterative approach to executive coaching. Consulting Psychology Journal: Practice & Research, 48(2), 61–66.
EggersJ. H., & ClarkD. (2000). Executive coaching that wins. Ivey Business Journal, 65(1), 66–71.
28.
EnnisS. A., HodgettsW. H., OttoJ., SternL. R., VittiM., & YahandaN. (2004). The executive coaching handbook: Principles and guidelines for a successful coaching partnership (3 ed.): The Executive Coaching Forum.
29.
EversW., BrouwersA., & TomicW. (2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice & Research, 58(3), 174–182.
30.
FeldmanD. C., & LankauM. J. (2005). Executive coaching: A review and agenda for future research. Journal of Management31(6), 829–848.
FinnF. A. (2007). Leadership development through executive coaching: The effects on leaders’ psychological states and transformational leadership behaviour. PhD, Queensland University of Technology, Brisbane.
33.
FrischM. H. (2001). The Emerging Role of the Internal Coach. Consulting Psychology Journal: Practice and Research, 53(4), 240–250.
34.
GarmanA. N., WhistonD. L., & ZlatoperK. W. (2000). Media perceptions of executive coaching and the formal preparation of coaches. Consulting Psychology Journal: Practice & Research52(3), 201–205.
35.
GayL. R., & DiehlP. L. (1992). Research Methods for Business and Management. New-York: Maxwell Macmillan International.
36.
GegnerC. (1997). Coaching: Theory and practice. Management. Unpablished master's thesis. University of California, San Francisco.
37.
GrantA. M. (2006). A personal perspective on professional coaching and the development of coaching psychology. International Coaching Psychology Review, 1(1), 12–22.
38.
GrantA. M., & CavanaghM. J. (2007). Coaching psychology: How did we get here and where are we going?InPsych, 29(3), 6–9.
39.
GrantA. M., FranklinJ., & LangfordP. (2002). The self-reflection and insight scale: A new measure of private self-consciousness. Social Behavior & Personality: An International Journal, 30(8), 821.
40.
GrantA. M., & ZackonR. (2004). Executive, workplace and life coaching: Findings from a large-scale survey of International Coach Federation members. International Journal of Evidence based Coaching and Mentoring, 2(2), 1–15.
41.
GreeneJ., & GrantA. M. (2003). Solution-focused coaching: Managing people in a complex world. Harlow, GB: Pearson Education.
42.
GreeneJ. C., CaracelliV. J., & GrahamW. F. (1989). Toward a conceptual framework for mixed-method evaluation desgins. Educational Evaluation and Policy Analysis, 11(3), 255–274.
43.
GreenhausJ. H., ParasuramanS., & WormleyW. M. (1990). Effects of race on organizational experiences, job performance, evaluations, and career outcomes. Academy of management journal, 33(1), 64–86.
44.
GriffinM. A., NealA., & ParkerS. K. (2007). A new model of work role performance: positive behavior in uncertain and interdependent contexts. Academy of management journal, 50(2), 327–347.
45.
GyllenstenK., & PalmerS. (2007). The coaching relationship: An interpretative phenomenological analysis. International Coaching Psychology Review, 2(2), 168–177.
46.
HaanE. d., & NiebC. (2011). Change through executive coaching: The organizational perspective. Training Journal, 66–70.
47.
HallD. T., OtazoK. L., & HollenbeckG. P. (1999). Behind closed doors: What really happens in executive coaching. Organizational Dynamics, 27(3), 39–43.
48.
HartW. E., & KirklandK. (2001). Using your executive coach. Greensbord, North Carolina: Center for Creative Leadership.
JarvisJ. (2004). Coaching and buying coaching services Retrieved 02/03/2007, 2007.
51.
Jones, Rafferty, & Griffin. (2006). The executive coaching trend: Towards more flexible executives. leadership & Organization Development Journal, 27(7), 584–596. doi:10.1108/01437730610692434
52.
JudgeW. Q., & CowellJ. (1997). The brave new world of executive coaching. Business Horizons, 40(4), 71–77.
53.
JungD., WuA., & ChowC. W. (2008). Towards understanding the direct and indirect effects of CEOs’ transformational leadership on firm innovation. The Leadership Quarterly, 19(5), 582–594.
54.
KaiserR. B., HoganR., & CraigS. B. (2008). Leadership and the fate of organizations. American Psychologist, 63(2), 96–110. doi:10.1037/0003-066X.63.2.96
55.
Kampa-KokeschS. (2001). Executive Coaching as an Individually Tailored Consulation Intervention: Does It Increase Leadership? Doctor of Philosophy Doctoral dissertation, Western Michigan University, Michigan.
56.
Kampa-KokeschS., & AndersonM. Z. (2001). Executive coaching: A comperhensive review of the literature. Consulting Psychology Journal: Practice & Research, 53(4), 205–228.
57.
KielF., RimmerEric, WilliamsKathryn, DoyleMarilyn (1996). Coaching at the top. Consulting Psychology Journal: Practice & Research, 48(2), 67–77.
58.
Kilburg (2004). Trudging toward dodoville: Conceptual approaches and case studies in executive coaching. Consulting Psychology Journal: Practice & Research, 56(4), 203–213.
59.
KilburgR. R. (1996a). Foreword: Executive coaching as an emerging competency in the practice of consultation. Consulting Psychology Journal: Practice & Research, 48(2), 59–60.
60.
KilburgR. R. (1996b). Toward a conceptual understanding and definition of executive coaching. Consulting Psychology Journal: Practice & Research, 48(2), 134–144.
61.
KilburgR. R. (2000). Executive coaching: Developing managerial wisdom in a world of chaos. Washington, DC: American Psychological Association.
62.
KingZ. (2004). Career self-management: Its nature, causes and consequences. Journal of Vocational Behavior65, 112–133.
63.
KirwanC., & BrichallD. (2006). Transfer of learning from management development programmes: Testing the Holton model. International Journal of Training and Development, 10(4), 252–268.
64.
KombarakaranF. A., BskerM. N., YangJ. A., & FernandesP. B. (2008). Ececutive coaching: It works!Consulting Psychology Journal: Practice and Research, 60(1), 78–90.
65.
LevensonA. (2009). Measuring and maximaizing the business impact of executive coaching. Consulting Psychology Journal: Practice & Research, 61(2), 103–121.
LondonM. (2001). Leadership development: Paths to self-insight and professional growth. Mahwah: Lawrence Erlbaum Associates.
68.
LowmanR. L. (2005). Executive coaching: The road to dodoville needs paving with more than good assumptions. Consulting Psychology Journal: Practice & Research, 57(1), 90–96.
LuthansF., & PetersonS. J. (2003). 360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42(3), 243–256.
71.
MarshallL. (2000). Coaching for culture change. Executive Excellence, 17(3). Retrieved from
72.
McCauleyC. D., & HezlettS. A. (2001). Individual development in the workplace. In AndersonN., OnesD. S., SinangilH. K. & ViswesvaranC. (Eds.), Handbook of industrial, work and organizational psychology (Vol. 1, pp. 313–335). London: Sage Publications.
73.
McGovernJ., LindemannM., VergaraM., MurphyS., BarkerL., & WarrenfeltzR. (2001). Maxinizing the impact of Executive coaching: Behavioral change, organizational outcomes, and return on investment. The Manchester Review, 6(1), 1–9.
74.
MeyerJ. P., AllenN. J., & SmithC. A. (1993). Commitment to organizations and occupations: Extension and test of a three-componenet conceptalization. Journal of Applied psychology, 78(4), 538–551.
75.
MoenF., & AllgoodA. (2009). Coaching and the effect on self-efficacy. Organization Development Journal, 27(4), 69–82.
76.
MoenF., & KralsundR. (2008). What communications or relational factors characterize the method, skills and techniques of executive coaching?Journal of Coaching in Organisations2, 102–123.
77.
NataleS. M., & DiamanteT. (2005). The five stages of executive coaching: Better process makes better practicr. Journal of Business Ethics, 59(4), 361–374.
OliveroG., BaneK. D., & KopelmanR. E. (1997). Executive coaching as a transfer of training tool: Effects on productivity in a public agency. Public Personnel Management, 26(4), 461–469.
80.
OrensteinR. L. (2002). Executive coaching, it's not just about the executive. The Journal of Applied Behavioral Science, 38(3), 355–374.
81.
OzkanE. (2008). Executive coaching: Crafting a versatile self in corporate America. Doctor of Philosophy, Massachuestts Institute of Technology, Boston.
82.
Parker-WilkinsV. (2006). Business impact of executive coaching: Demonstrating monetary value. Industrial and Commercial Training, 38(3), 122–127.
83.
PassmoreJ., & GibbesC. (2007). The state of executive coaching research:What does the current literature tell us and what's next for coaching research?International Coaching Psychology Review, 2(2), 116–128.
84.
PembertonC. (2006). Coaching to Solutions: A managers toolkit for performance delivery. Oxford: Elsevier Ltd.
85.
PetersonD. B. (1996). Executive coaching at work: The art of one-on-one change. Consulting Psychology Journal: Practice & Research, 48(2), 78–86.
86.
RogersJ. (2004). Coaching skills: A handbook. Maidenhead, Berkshire, Uk: Open University Press.
87.
SalingN. E. (2005). An Empirical study comparing the effect of feedback, training, and executive coaching on leadership behavior change. Doctoral dissertation. North Carolina State University.
88.
ScriffignanoR. S. (2009). Examining the influence of goal orientation on leaders’ professional development during executive coaching engagements. Doctor of Philosophy, Northcentral University, Prescott Valley.
89.
SmitherJ. W., LondonM., FlauttR., VargasY., & KucineI. (2003). Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study. Personnel Psychology, 56(1), 23–44.
90.
SpenceG. B. (2006). New directions in the psychology of coaching: The integration of mindfulness training into evidence-based coaching practice. Doctor of Philosophy, Sydney University, Sydney.
91.
StarmanJ. (2007). The impact of executive on job performance from the perspective of executive women. Capella University. Available from Monash University ProQuest database.
92.
SternL. R. (2004). Executive coaching: A working definition. Consulting Psychology Journal: Practice & Research, 56(3), 154–162.
93.
Sue-ChanC., & LathamG. P. (2004). The relative effectiveness of external, peer, and self-coaches. Applied Psychology: An International Review, 53(2), 260–278.
94.
TettR. P., HalG. A., BleierA., & MurphyP. (2000). Development and content validation of a "Hyperdimensional" taxonomy of managerial competence. Human Performance, 13(3), 205–251.
95.
ThachL. (2002). The impact of executive coaching and 360-feedback on leadership effectiveness. Leadership & Organization Development Journal, 23(4), 205–214.
96.
TukeyJ. W. (1977). Exploratory Data Analysis. New York: Addison-Wesley.
97.
WaldmanD. A., RamírezG. G., HouseR. J., & PuranamP. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. The Academy of Management Journal, 44(1), 134–143.
98.
WalumbwaF. O., AvolioB. J., & ZhuW. (2008). How transformational leadership weaves its influence on ondividual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793–825.
99.
WanbergC. R., WelshL., & HezlettS. (2003). Mentoring: A review and directions for future research. In MartocchioJ. J. (Ed.), Research in personnel and human resources management (Vol. 22, pp. 39–124). Oxford Elsevier Science Ltd.
100.
WasylyshynK. M. (2003). Executive coaching: An outcome study. Consulting Psychology Journal: Practice & Research, 55(2), 94–106.
101.
WitherspoonR., & WhiteR. P. (1996a). Executive coaching: A continuum of roles. Consulting Psychology Journal: Practice & Research, 48(2), 124–133.
102.
WycherleyM., & CoxE. (2008). Factors in the selection and matching of executive coaches in organizations. Coaching: An international Journal of Theory, Research, and Practice, 1(1), 39–53.
103.
YammarinoF. J., & AtwaterL. E. (1993). Understanding self-perception accuracy: Implications for human resource management. Human Resource Management, 32(2-3), 231–247.
104.
YuklG., & MahsudR. (2010). Why flexible and adptive leadership is essential. Consulting Psychology Journal: Practice & Research, 62(2), 81–93.
