This paper provides a brief review of executive coaching as examined through the lens of consulting psychology, drawing on five peer-reviewed studies published in the Consulting Psychology Journal: Practice and Research. The review covers the 3+1Cs relationship model for coaching dyads, outcome research linking coaching effectiveness to common therapeutic factors, the application of control theory to goal-setting and feedback, the leader-culture fit framework for aligning leadership development with organizational culture, and models aimed at a grand unifying theory of leadership. Together, these studies illuminate the psychological foundations, methodological challenges, and practical frameworks that shape effective executive coaching practice.
The objective of this paper is to provide a brief review of executive coaching as examined through consulting psychology. Toward this end, relevant literature and case studies are reviewed and reported on, drawing from five peer-reviewed studies published in the Consulting Psychology Journal: Practice and Research.
Jowett, Kanakoglou, and Passmore (2012) relate that executive coaching is utilized by organizations as an intervention that serves to increase opportunities for managers in skills development, knowledge promotion, and performance improvement through reflection. A requirement for executive coaching success is an effective working relationship between coach and coachee.
The study conducted by Jowett, Kanakoglou, and Passmore (2012) had the objective of examining the coaching relationship formed among five coachee dyads through use of the 3+1Cs relationship model. The four components of the model are: (1) closeness; (2) commitment; (3) complementarity; and (4) co-orientation. The study entailed collection of qualitative data through semi-structured interviews, the content of which was then analyzed.
Analysis resulted in the discovery that closeness — specifically mutual trust and respect — was important, as were commitment, willingness, and motivation, along with complementarity. Co-orientation was established through open communication. The study found that the coaching relationship's role is central to success, and that use of the 3+1Cs model helped ensure quality within that relationship.
De Haan, Duckworth, Birch, and Jones (2013) assert that a new method of studying executive coaching outcomes is needed. They describe executive coaching as a form of leadership development that occurs through a progression of conversations with a qualified coach, producing applicable, usable, and time-sensitive results for both the individual and the organization. Executive coaching is individually tailored to enable learning and development through reflective conversation within a relationship characterized as exclusive, safe, supportive, and trusting.
According to a survey conducted by the Chartered Institute of Personnel and Development (CIPD) in the UK, 64% of responding organizations reported using external coaches, and 92% reported that external coaching had been successful for their organization. This type of coaching — also referred to as mentoring — is very popular in contemporary organizations and represents a $1 billion industry in the United States alone and a $2 billion industry on a global scale.
Executive coaching has been examined through the lens of psychotherapy outcome research, which has shown that individuals receiving psychotherapy achieve outcomes approximately 80% better than control group subjects. Psychotherapy success is attributed to: (1) client contact; (2) therapist characteristics such as empathy, respect, and authenticity; and (3) the quality of the client-therapist relationship. De Haan et al. (2013) suggest these common factors offer a productive model for understanding coaching effectiveness as well.
"Control theory applied to coaching goals and feedback"
"Framework aligning leader development with organizational culture"
"Complex systems model toward unified leadership theory"
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