Organizations around the world use executive coaches to develop skills in their leaders which supports the growth and profitability of the organization. Research shows that executive coaches can support and guide an executive to transition to levels of increasing responsibility or change behaviors when changes are needed in order to maximize individual potential. Executive coaching has taken a prominent position as a method in leadership development in many organizations. However, the key factors involved in the hiring, engagement structure, and evaluation have yet to be defined. The main issue and problem here lies in the fact that there are currently no recognized standards for organizations to use in the overall process and execution of an assignment using external executive coaches for their leaders. Limited empirical research is currently available for leadership teams in organizations to use in selecting, implementing the engagement, and evaluating external executive coaches. The purpose of this exploratory qualitative study is to identify and examine the process elements inside the framework of external executive leadership assignments. Purposeful sampling was conducted in the form of semi-structured interviews. The participants in this study were selected based on their responsibilities of executive coaching assignments in large for-profit organizations. This study conducted exactly 20 interviews as the researcher determined that saturation was met and no new themes emerged. A constant comparative method and thematic analysis was then conducted which is the predominant method used in exploratory qualitative studies. The study concluded with the development of an overall conceptual framework showing the factors most critical in executive coaching engagements based on the responses of the participants and findings from the study.
|Subjects||Management; Organizational behavior|
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