ABSTRACT

Executive Coaching emerged out of the management changes in the for-profit sector during the closing decades of the twentieth century. The goal was to raise performance through enhanced engagement and collaboration. Companies discovered the power of Executive Coaching as a complement to training or as a separate function. Initially, hired to work with senior management, it expanded to include younger high-potential employees and middle managers. The goals largely remain to raise individual, team, and organizational performance. The article exemplifies the prospects of Executive Coaching for nonprofit organizations through brief case studies of two for-profit males and two nonprofit women, one of whom is a minority. While women make up 75% of the nonprofit workforce, they are severely underrepresented in leadership positions. People of color are an even smaller percentage. Here is where Executive Coaching could play a pivotal role. It is an excellent moment for nonprofit leaders to provide opportunities for individuals with diverse backgrounds. This change would enhance management and organizational performance while achieving greater gender and racial equity.

摘要

在 20 世纪的最后几十年里，高管教练出现在营利性部门的管理变革中。目标是通过加强参与和协作来提高绩效。公司发现高管教练作为培训的补充或作为一个单独的功能的力量。最初，它受雇与高级管理人员一起工作，后来扩展到包括年轻的高潜力员工和中层管理人员。目标主要仍然是提高个人、团队和组织的绩效。这篇文章通过对两名营利性男性和两名非营利性女性（其中一位是少数）的简短案例研究，举例说明了非营利组织高管教练的前景。虽然女性占非营利组织劳动力的 75%，但她们在领导职位上的代表性严重不足。有色人种所占的比例更小。这就是高管教练可以发挥关键作用的地方。这是非营利组织领导人为具有不同背景的个人提供机会的绝佳时机。这一变化将提高管理和组织绩效，同时实现更大的性别和种族平等。