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Executive coaching during organisational change: a qualitative study of executives and coaches perspectives
Coaching: An International Journal of Theory, Research and Practice Pub Date : 2017-12-11 , DOI: 10.1080/17521882.2017.1407806
Katrin Bickerich 1 , Alexandra Michel 1 , Deirdre O'Shea 2
Affiliation  

ABSTRACT The aim of this qualitative interview study was to explore the change-coaching process as perceived by middle management executives and coaches using an inductive approach. We interviewed both executives and coaches about their experience of organisational change, and the role of coaching as a developmental tool for executives when managing change initiatives. Thematic analysis revealed distinct perceptions of coaching across the stages of the coaching process, including pre-coaching (phase 1), during coaching (phase 2) and post-coaching (phase 3). Pertaining to the pre-coaching phase, executives spoke of their demands during change and the benefits of coaching for meeting their goals, which motivated the choice to engage in coaching. During coaching, executives’ expectations for coaching focused on their reactions to change and their need to engage in leadership behaviour. Referring to the post-coaching phase executives anticipated outcomes of the change-coaching process included both organisational (implementing change) and social (managing others through change) outcomes. Coaches spoke of their role in facilitating the executive to develop behaviours and coping skills to manage the change process (self-management). From the findings, we developed a conceptual model of change-coaching (C-C) across the three phases, which will serve as a guide for future research.

中文翻译:

组织变革期间的高管教练:对高管和教练观点的定性研究

摘要这项定性访谈研究的目的是使用归纳法探索中层管理人员和教练所感知的变革指导过程。我们采访了高管和教练,了解他们在组织变革中的经历,以及教练在管理变革计划时作为高管发展工具的作用。主题分析显示,在整个教练过程的各个阶段,包括教练前(阶段1),教练期间(阶段2)和教练后阶段(阶段3),都有不同的教练观。与预辅导阶段有关,高管们谈到了他们在变革中的需求以及为实现目标而进行辅导的好处,这促使他们选择参与辅导。在辅导期间 高管们对教练的期望集中在他们对变革的反应以及参与领导行为的需要上。在培训后阶段,高管们预期的变革指导过程的结果包括组织(实施变革)和社会(通过变革管理他人)成果。教练谈到了他们在促进主管发展行为和应对技能以管理变更过程(自我管理)方面的作用。根据调查结果,我们在三个阶段中开发了变更指导(CC)的概念模型,这将为将来的研究提供指导。在培训后阶段,高管们预期的变革指导过程的结果包括组织(实施变革)和社会(通过变革管理他人)成果。教练谈到了他们在促进主管发展行为和应对技能以管理变更过程(自我管理)方面的作用。根据调查结果,我们在三个阶段中开发了变更指导(CC)的概念模型,这将为将来的研究提供指导。在培训后阶段,高管们预期的变革指导过程的结果包括组织(实施变革)和社会(通过变革管理他人)成果。教练谈到了他们在促进主管发展行为和应对技能以管理变更过程(自我管理)方面的作用。根据调查结果,我们开发了三个阶段的变更指导(CC)的概念模型,将为将来的研究提供指导。
更新日期:2017-12-11
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