Begründung des Bezugs zu einem der drei Themenstränge:
THEMATIC STRAND 2
My contribution explores effective executive coaching in relation to stages of adult or leadership development. It identifies a series of dilemmas for the coaching role in terms of approaches and techniques used from a wide array of consulting, therapeutic and consciousness avenues of development. The question it poses is, if coaching is to be effective, perhaps we need to better appreciate the relative effectiveness of different types of coaching in relation to stages of development.
Beschreibung des Beitragsgegenstands (Bitte beachten Sie die unten stehenden Vorgaben.)
The purpose of this thesis is to develop an improved understanding of the factors impacting the effectiveness of executive coaching (Cox, Bachkirova & Clutterbuck, 2014; Stelter, 2014) in relation to outcomes in stage leadership development (Loevinger, 1976; Cook-Greuter, 1999; O’Fallon, 2011; Rooke & Torbert, 2005). While the study of executive coaching is of rising academic interest, more empirical studies are being sought on its effectiveness (Grant, 2003, 2009; Jones, 2018). There is also increasing interest in how a person develops more complex meaning-making capacity (Brown, 2012; McCauley et al, 2006; Vincent, 2014). This study integrates these two fields by examining the drivers and dynamics that facilitated transformations from Achiever to Strategist.
The research is based on a multiple-case study (Yin, 2018). Twelve senior executives were assessed and selected as participants based on their predominant Achiever stage profiles using a variation of the Washington University Sentence Completion Test (Loevinger & Wessler, 1970). They undertook a 12-month executive coaching program and were then re-assessed. Contrary to expectation (Berger & Fitzgerald, 2002; Rooke & Torbert, 2005), all participants shifted a full stage in leadership capacity during the first year and two transformed twice to Strategist with a third very close-by. Their average aggregate postconventional profile (AAPP) increased from 12% to 46% and the AAPP of three of the participants rose to 88% three years later. All three were assessed at Strategist.
The Thesis will be submitted end 2019 and will hopefully have passed by June 2020. A book is to be published by McGraw Hill on the findings of the research launching at end May 2020. Highly relevant for coaching research and practice in order to continue the process of coaching typologies and monitoring coaching outcomes for effectiveness relative to objective measures of leadership development.
Zusammenfassende Darstellung des Präsentationsverlaufs:
The qualitative research analysis suggests that eight common coaching elements and eight key shifts in perception expedited postconventional development. They concerned strategic business leadership and personal holistic development balancing the focus on the collective with the individual, on raising inner self-awareness with outward implementation. It was also found that developing from one stage to the next was not a linear process but more of a spectrum stage shift that involved shadow resolution related to earlier stages (Kilburg, 2000) and exploring their window of evolution at later stages. The effectiveness of the coaching program was also thought to depend on four coaching factors: radical reframing by the later stage coach (Bachkirova & Borrington, 2018), relentless positive encouragement and compassionate regard for the coachee (Rogers, 1961), the collaborative 3rd generation coaching process (Stelter, 2014) and the integrated role of coach, counsellor, consultant, mentor and guide (Cavanagh, 2009; Grant, 2009; Kilburg, 2000).
This study has significant implications for the design of executive coaching and advanced leadership development programs. To develop leaders with later stage complex meaning-making capacity at Strategist (the Self-Transforming Mind), it is recommended that these programs incorporate
(1) The eight elements to balance the individual and collective, self-awareness and implementation
(2) The spectrum stage shift involving four stages with due attention given to shadow resolution
(3) The eight key shifts in perception from a conventional to a postconventional perspective, and
(4) An executive coach at Strategist or beyond confident with a collaborative coaching approach.
Further, it is recommended that intensive leadership development away-programs are followed by executive coaching programs with later stage coaches to guide participants to transform standard operating norms on their return to the workplace in order to avoid remaining subject to them.
The Thesis also advocates further research into group coaching effectiveness, the relevance of in-business/on-business application of coaching interventions, and other dimensions that interconnect executive coaching in leadership development with vertical learning.
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