Samenvatting
Summary coaching
- Instelling
- Erasmus Universiteit Rotterdam (EUR)
Van deel 3 (coaching) ontbreekt een deel door verkeerd opgeslagen bestand.
[Meer zien]Voorbeeld 2 van de 10 pagina's
Voorbeeld 2 van de 10 pagina's
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Probleem 3: CoachingVignet 1
LD1: Wat is coachen? soorten
LD2: Wat is het doel van coachen?
LD3: Wat zijn de effecten van ‘executive coaching’?/is het effectief?
Feldman & Lankau : Executive Coaching: A Review and Agenda for Future Research
Coaching: “process of equipping people with the tools, knowledge, and opportunities they need to develop
themselves and become more effective
o coaching was primarily viewed as a technique that managers could use to correct deficiencies in employees’
task performance. More recently, coaching has also come to be viewed as a means of facilitating learning
and moving executives from excellent performance to peak performance
Executive coaching: a short- to medium-term relationship between an executive and a consultant with the purpose
of improving an executive’s work effectiveness.
3 key elements:
1. it consists of one-on-one counseling about workrelated issues;
2. it involves the use of 360-degree feedback on executives’ strengths and weaknesses as its starting point;
3. its purpose is to improve managers’ effectiveness in their current positions.
Adviser: an individual who shares his/her business acumen or functional expertise with executives to assist them in
planning or executing specific organisational actions. Advising relationships typically focus on strategic or operational
issues in the organization, such as how to take a company public. IN CONTRAST executive coaches do not assume the
role of technical expert, are not contracted for traditional business consulting, and do not provide recommendations
on specific business initiatives.
Career counselling: is used to help individuals assess their strengths and weaknesses in order to find the right job for
them in the external labor market. Executive coaching, IN CONTRAST , focuses on helping executives improve their
performance on their current jobs. Also , career counselling involves a more comprehensive examination of
executives’ job preferences, values, interests, and personal life concerns, while coaching focuses exclusively on
executives’ work-related skills and abilities. Thus, career counselling typically involves the evaluation of job
opportunities both within and outside the current organization, while the primary purpose of executive coaching is
to enhance the individual’s effectiveness in the current organization.
Mentor: typically refers to a senior, more experienced employee who helps a younger, less experienced employee
become proficient in his or her role in the organization. Mentoring relationships tend to be initiated informally
through mutual attraction and can last up to 5 years; often these relationships get redefined into collegial
relationships after the protégé has become successful in his or her position Effective mentoring relationships, then,
are characterized by high levels of career development, social support, and effective rolemodeling and are typically
most intense at the earliest stages of one’s career. IN CONTRAST executive coaching relationships are usually shorter
in duration (typically 6-18 months) and are formally contracted rather than informally developed. Moreover, while
mentors are often members of the same organization, executive coaches are usually outsiders. Executive coaching
does not require the development of close, personal bonds; interactions between coaches and executives tend to be
more formal and structured in nature. In addition, executive coaching is more likely to occur at midcareer rather
than in early career.
Therapy: is conducted by licensed psychologists who clinically treat executives for their emotional and behavioral
problems. Its major focus is to identify the root causes of emotional distress and help individuals develop more
effective ways of dealing with that distress . IN CONTRAST, the goal of executive coaching is to change behaviors in
the short run, note motions in the long run. In addition, therapy is geared most often to those with some
diagnosable pathology, while coaching is geared to individuals who are primarily healthy. Also, the duration of a
therapeutic relationship is dependent on the client’s progressing working through issues, while time limits and goals
are explicitly specified in executive coaching relationships.
2 PERSPRECTIVES:
, 1. psychologists are the most qualified to conduct executive coaching because of their particular training in
psychological dynamics and adult development, their understanding of personality and performance
assessment, and their skills in building and maintaining confidential and trusting relationships with clients
2. other authors have emphasized the importance of coaches being knowledgeable about the business context
in which executives operate. This perspective views an understanding of leadership, business disciplines,
management principles, and organizational politics as the critical core competency of executive coaches.
DEMOGRAPHIC BACKGROUND OF EXECUTIVE COACHES
o educational : Forty-five percent of the respondents reported having Ph.D.s, and 90% had master’s degrees in
business or the social sciences. 80% of the coaches studied were between 35 and 55 years of age, with an
average of 24 years of work experience. Only 7% of the coaches were employed by organizations to be
internal coaches to employees; the remaining 93% were employed by consulting practice firms or self-
employed.
o Andere study (niet alleen executive): 71% was vrouw, executive was gemiddeld 49
o Belangrijke eigenschappen executive coaches: :graduate training in psychology; experience in, or
understanding of, business; established reputation as a coach; listening skills; and professionalism (i.e.,
intelligence, integrity/honesty, confidentiality, objectivity
o Onderzoek in de media: less than 1/3 of the article mentioned training in psychology in executive coaching
roles. The authors concluded that psychology training is neither regularly nor universally recognized as
important or relevant to the practice of executive coaching.
2 CATEGORIES OF RECIPIENTS:
1. executives who have performed highly in the past but whose behaviors are interfering with, or not sufficient
for, current job requirements,
2. managers who have been targeted for advancement to the executive level but are missing some specific
skills
3. (entrepreneurs turning to executive coaches for advice on how to lead and how to handle rapid growth in
their businesses)
OUTCOMES OF EXECUTIVE COACHING:
Evaluaties die coaches krijgen van coachees zijn subjectief en niet empirisch valide. 16% van coaches doen geen
follow-up naar hun clienten.
4 levels of evaluation:
1. affective reactions to the coaching
experience: measures of how
participants feel about the coaching
experience
2. learning: outcomes tap the amount
of knowledge acquired or skills
improved as a result of coaching
3. behaviorchanges: the extent to which
participants change their on-the-job
behaviors after being coached
4. organizationalresult: the effects of
training on productivity, quality, and/
or the achievement of organizational
objectives
FASES VAN COACH RELATIE
1. data gathering
2. feedback
3. periodic coaching sessions
4. evaluation
APPROACHES TO THE COACHING PROCESS
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