El análisis de los resultados del coaching ejecutivo: una propuesta de clasificación.

Papeles del Psicologo 01/2012; 33(3):221-226.

ABSTRACT The number of studies examining the effectiveness of executive coaching has not been very extensive. However, most of them indicate that executive coaching produced positive results in different aspects of the coachee.

In this paper, we classify these kind of results into three categories, depending on the type of variable it refers to: personal traits, behavior and business results.

We discuss the advantages of using a classification tool like this and we advance some ideas connecting results with professional practice and future research.

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    ABSTRACT: The use of an executive or life coach in order to enhance one's work performance or life experience is increasing in popularity. However, there is little empirical research attesting to the effectiveness of executive or life coaching, and there have been few attempts to outline a psychology of coaching. This paper reviews the empirical and theoretical psychological literature on executive and life coaching and, drawing on previous clinical and counselling psychology details a solution-focused, cognitive-behavioural framework for a psychology of coaching. The review finds that there is some measure of empirical support for the effectiveness of coaching, but coaching research is still in its infancy. A number of directions for future research are outlined which may further the establishment of the emerging discipline of coaching psychology.
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    ABSTRACT: This paper inquires into the effects of coaching carried out within an evidence based framework highlighting and supporting three generic coaching processes. It focuses on the enhancement of "return on investment" that may result from using (intake and outcome) assessments that make explicit how clients presently manage their mental and emotional disposition and work capability. The paper presents results deriving from coaching focused on potentiating clients' own processes. Since the three coaching processes follow principles of lifespan development, they produce a twofold return: behavioural and developmental. Accordingly, the Return on Investment (ROI) of coaching is equally of a twofold nature: observable (behavioural) and inferable (developmental).
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    ABSTRACT: Presents the results of a study sponsored by Boston University's Executive Development Roundtable that allow a critical review of the state of the practice of executive coaching. The study consisted of interviews with over 75 executives in Fortune 100 companies, as well as interviews with 15 executive coaches referred to the researchers as leaders in the field. The study was also informed by the practical executive coaching experiences of the authors, who work in a range of institutional settings. When done as intended, coaching can be an effective means of improving business results while contributing to executive development. However, coaching can grow beyond the control of top management as the demand grows for having a "personal trainer." Not only does this aspect add considerably to the cost of doing business, but there is also the risk of wrong advice by external coaches who do not really understand the business, sometimes resulting in disastrous consequences for both the manager and organization. Although the data indicate generally positive outcomes from executive coaching activities, there were three primary areas of concern: managing the growth of demand, addressing ethical issues arising from the coaching process, and defining program scope and controlling costs. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
    Organizational Dynamics 12/1999; · 0.79 Impact Factor


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May 19, 2014