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The Influence Of Character: Does Personality Impact Coaching Success?
Abstract and Figures
Using the Five Factor Model of personality and the construct general self efficacy this study explores the relationship between coaching clients' personality and a self-report measure of the transfer of learning from coaching to the workplace. Positive correlations are found between the application of coaching development and conscientiousness, openness to experience, emotional stability and general self-efficacy. Conscientiousness is also found to be associated with generalisation and maintenance of outcomes. Personality measures may have value as a means for identifying coaching clients who require support in order to make manifest the changes experienced in coaching. First, organisations may be forced to select amongst coaching candidates. Hence, it may be prudent for them to select those employees whose coaching related development will facilitate the greatest organisational gains. Whilst any conceptualisation of gains will have a content component aligned with the organisation's strategic aims, it will also have a process component associated with the coaching client's capacity to develop via coaching and to translate their development into work performance. Secondly, if organisations are to maximise their coaching investment they may benefit from providing support interventions for coaching clients who are less likely to translate their development into work performance. Attending to the issues surrounding selection and support relies upon understanding the client's role in coaching success. There is currently no agreement regarding what constitutes a successful coaching outcome. Extrapolating from Schmitt et al's (2003) model of employee performance, coaching success can be viewed as enhanced individual and organisational (distal) outcomes (e.g. productivity) resulting from enhanced individual performance behaviours (e.g. enhanced self-management) associated with the positive transfer of coaching
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