¶ … Executive Coaching Via Consulting Psychology
The objective of this study is to provide a brief review of executive coaching via consulting psychology. Toward this end a review of relevant literature and case studies are examined and reported on.
Jowett, et al. (2012)
The work of Jowett, Kostas, and Passmore (2012) relates that executive coaching is utilized by organizations as an intervention that serves to increase the opportunity of managers in skills development, knowledge promotion, and the opportunity to reflect and bring about improvement in their performance. A requirement for executive coaching success is a working relationship that is of an effective nature. The study conducted by Jowett, Kostas, and Passmore (2012) had the objective of examining the coaching relationship that was formed among "five coachee dyads" through use of the 3+1Cs relationship model. The 3+1Cs relationship model is such that the 3+1Cs were represented by: (1) closeness; (2) commitment; (3) complementarity; and (4) co-orientation. The study entailed collection of qualitative data through semistrutured interviews in which the content was analyzed. Analysis in the study resulted in the discovery that closeness was important and specifically mutual trust and respect, and commitment in addition to the elements of willing and motivating as well as complementarity. Co-orientation was established through open communication. Findings in the study noted that the coaching relationship's role is central and that use of the 3+1Cs model ensured quality in the relationship.
II. de Hann, Duckworth, Birch and Jones (2013)
The work of de Hann, Duckworth, Birch and Jones (2013) relate the belief that a new method of studying executive coaching outcomes is needed. Executive coaching is reported to be a type of development of leadership that occurs in a progression of conversations that take place with a coach that is qualified and as well is a type of development for the company and its leadership that results in applicable, usable and time sensitive results. Executive coaching is individually tailored to enable their learning and their development in a conversation that is reflective in nature that occurs within a relationship that is characterized by being exclusive, safe, supportive and trusting. According to the Chartered Institute of Personnel and Development (CIPD) in the UK, a survey conducted demonstrated that 64% f organizations responding in the survey report the use of external coaches and 92% of respondents reported that external coaching has been successful for their organization. This type of coaching, also referred to as mentoring is very popular for use in today's organizations and represents a $1 billion industry in the U.S. along and a $2 billion industry on a global scale. Executive coaching has been determined as an effective through rigorous studies in psychotherapy treatment and it has been shown in research that individuals on the receiving end of psychotherapy have outcomes that are 80% better than do control group subjects in research studies. Psychotherapy success is reported to be attributed to such as "client contact; (2) therapist characteristics such as empathy, respect, authenticity; and (3) quality of client-therapist relationship.
III. Gregory, Beck and Carr (2011)
Gregory, Beck and Carr (2011) report that the two most important aspects of control theory that the majority of coaching literature focuses on are: (1) clarity of goals; and (2) plans for action. It is reported that working with a coach serves to improve the individual's performance since individuals are able to "manage multiple goals in their discussion of ways in which executive coaches help their coaching clients juggle day-to-day demands with long terms developmental goals." (Gregory, Beck and Carr, 2011, p. 4) The necessity and importance of the provision of feedback in coaching is emphasized and held as "an integral coaching activity" (Elinger & Bostrom, 1999, p. 764) Honest feedback provided by the executive coach helps the individual to understand what behaviors should be changed and to identify those which can be changed. Psychological control theory has as its basis that some variable is at the focus of control by the individual through behavior regulation. This regulation of behavior has as its starting point a specific level of performance that the individual references. When the individual notes the gap between the goal and actual performance the individual makes changes to meet the goal. The individual response however, to the gap between performance and goal is variously measured by different individuals. The variations in measurement of this gap make control theory limited in application among individuals.
IV. Nieminen, Beirmeter-Hanson, and Denison (2013)
The work of Nieminen, Berimeter-Hanson and Denison (2013) provides a description for...
The environment fit theory has its basis in the individual culture fit which is such that has the capacity to align the development strategies of the leader through coaching in view of the development of the organization based on the specific needs of development of the organization through the identification of primary methods the leader can act as a change agent in the organizational culture. Three requirements are identified as being necessary in this methodology of cultural change including: (1) the use of parallel attributes; (2) commensurate measures; and (3) evaluative judgment of attributes. It is noted that the method used by coaches to gain information about the context of cultural change and in fashioning their techniques in coaching is "generally subjective and highly idiosyncratic." (Nieminen, Beirmeter-Hanson, and Denison, 2013) Stated as the reason that assessments that are focused on context has not been used more often in the area of coaching is that the value and importance of assessments that are rigorous in nature within the individual focused coaching intervention holds such value and the most relevant features of the context which are most important for short- and long-term success as well as the conceptual framework and the linked methodologies are not integrated in terms of assessment being driven by the view of the individual in combination with the context. In order to close these gaps the leader-culture fit framework is introduced for use as a conceptual model to direct coaching that is based on the leader's capacity and the fit with organizational culture. The organizational culture is viewed as presenting both potential and limitations on the behavior and development of the individual within the organization. In addition to these factors the leader's effectiveness is reported to be based on the ability to bring about change in the organizational culture. Culture fit assists in identification of the parts of the organizational culture that should be changed and the methods the leader can best utilize in this change process. Improvement of the cultural capabilities of the leader is the primary goal of the leader-culture fit framework. This is a systems oriented framework that acknowledges the context and its hold on the individual and the constraints that the leader must address. The theory that informs this model is the person-environment fit theory which explains how the work setting and the individuals undergoes an evolution in development of compatibility. The incorporation of a 'cultural mindset' within the coaching practice is critically important. Methodological requirements are reported to be inclusive of the knowledge of how to apply fit information, the utilization f parallel attributes, and the use of commensurate measures.
V. Killburg and Donohue (2011)
Killburg and Donohue (2011) reports that coaching makes a requirement that implicit and explicit leadership models utilize or assist in the constructing of a framework that is more effective in their particular organizational environment. The development of a "teachable point-of-view" is held to be one of the primary steps in ensuring success. There is reported to be a requirement for a leadership model that would acknowledge the emergency of human systems that are complex and the fact that any member in a system can express leadership. In addition the various personal attributes of the organization's members impacts the effectiveness of the leadership. The context of leadership is complex due to the individual attributes of the members within the organization and these individual attributes and their expression serve to impact everything within the organization. All of this serves to enhance or limit the organizational performance which will either fail or succeed and this success is not externally determined but determined on the ability of the leader to set an effective strategy and to guide the organization towards this goal. There are reported to be a plethora of subcomponents within the model's primary components and all of these interact one with another sometimes in patterned although chaotic fashion in random interchanges of information that serve as such that creates the experience of the organization. Social evolution of the human individual serves to place pressures relating to survival on the individual and their linked groups and organizations so leadership has to bring about improvement in those interactions in order to successfully lead the organization.
Bibliography
De Haan, E.; Duckworth, A.; Birch, D.; and Jones, C. (2013) Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research65.1 (Mar 2013): 40-57.
Gregory, JB; Beck, JW; and Carr, AE.…
