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The Intersection of Executive Leadership Coaching and Successful Project Management Administration
Abstract
Project management failure is a broad term that encompasses many different areas of mismanagement, from lack of resources to missed deadlines and budgets. According to a 2018 Project Management Institute (PMI) report, the average global success rate for projects was only 53%, meaning that 47% failed to meet their objectives. This statistic is further supported by a 2020 report from the Standish Group, which found that only 28.3% of projects were successful, meaning that the majority (71.7%) of projects failed to meet their objectives. Project management failure can negatively impact organizations, from decreased productivity to decreased customer satisfaction. Leadership skills are a critical aspect of project success. This chapter explores leadership skill development through executive coaching.
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Presents an integrative theoretical framework to explain and to predict psychological changes achieved by different modes of treatment. This theory states that psychological procedures, whatever their form, alter the level and strength of self-efficacy. It is hypothesized that expectations of personal efficacy determine whether coping behavior will be initiated, how much effort will be expended, and how long it will be sustained in the face of obstacles and aversive experiences. Persistence in activities that are subjectively threatening but in fact relatively safe produces, through experiences of mastery, further enhancement of self-efficacy and corresponding reductions in defensive behavior. In the proposed model, expectations of personal efficacy are derived from 4 principal sources of information: performance accomplishments, vicarious experience, verbal persuasion, and physiological states. Factors influencing the cognitive processing of efficacy information arise from enactive, vicarious, exhortative, and emotive sources. The differential power of diverse therapeutic procedures is analyzed in terms of the postulated cognitive mechanism of operation. Findings are reported from microanalyses of enactive, vicarious, and emotive modes of treatment that support the hypothesized relationship between perceived self-efficacy and behavioral changes. (21/2 p ref)
Both researchers and practitioners have devoted considerable attention to the potential effects of leadership on organizational performance. Despite increased research into the leadership-performance relationship, major gaps still remain in our understanding. This paper reviews the published literature and identifies these gaps, highlighting implications for future research into the leadership-performance relationship.
This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.
Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.
Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual-based product development time and scope-quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri-butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.
While a growing number of small- and medium-sized enterprises (SMEs) are making use of coaching, little is known about the impact such coaching has within this sector. This study sought to identify the factors that influence managers' decision to engage with coaching, their perceptions of the coaching ‘journey’ and the kinds of benefits accruing from coaching: organisational, personal or both. As part of a mixed methods approach, a survey tool was developed based upon a range of relevant management competencies from the UK's Management Occupational Standards and responses analysed using importance-performance analysis, an approach first used in the marketing sector to evaluate customer satisfaction. Results indicate that coaching had a significant impact on personal attributes such as ‘Managing Self-Cognition’ and ‘Managing Self-Emotional’, whereas the impact on business-oriented attributes was weaker. Managers' choice of coaches with psychotherapeutic rather than non-psychotherapeutic backgrounds was also statistically significant. We conclude that even in the competitive business environment of SMEs, coaching was used as a largely personal, therapeutic intervention rather than to build business-oriented competencies.
This article presents a conceptual application for use in executive and leader development coaching engagements. The Leadership Readiness Index uses developmental personality style theory to establish categories of leadership readiness that can be used during the assessment phase of a coaching relationship. The article begins with an overview of leader development and is followed by a description of developmental personality style theory and its role in the construction of the Leadership Readiness Index. A brief discussion of potential uses for the index within the context of executive/leader coaching is provided. The article concludes with a discussion of the limitations of the index, future research strategies that can be applied to evaluate its viability and a summary of its potential contributions to evidence-based coaching practice. To be effective in their consulting relationships, coaches require theories and models of development as well as coaching strategies that can be proven effective in helping current and future leaders to be successful in their positions. In that regard, Nelson and Hogan (2009) identify the assessment phase of a coaching relationship as an indispensable component of the process. This article describes a potential assessment tool - the Leadership Readiness Index (LRI), which could be a useful addition to a coach's toolkit. To begin, a discussion of leader development is provided followed by a brief overview of executive coaching and its role as a strategy in the leader development process. The theoretical foundation of the LRI as an assessment tool is then introduced followed by a detailed description of the index itself. The LRI consists of a matrix of clinical personality types that is aligned with the attributes of effective leaders. It is based on Sperry's (1996, 2002, 2004) work on developmental personality style, work styles and their implication for executive coaching. This matrix supports an index that can be used in the identification of pre-dispositional factors that would influence an individual's readiness to assume a
This article analyzes the topic of leadership from an evolutionary perspective and proposes three conclusions that are not part of mainstream theory. First, leading and following are strategies that evolved for solving social coordination problems in ancestral environments, including in particular the problems of group movement, intragroup peacekeeping, and intergroup competition. Second, the relationship between leaders and followers is inherently ambivalent because of the potential for exploitation of followers by leaders. Third, modern organizational structures are sometimes inconsistent with aspects of our evolved leadership psychology, which might explain the alienation and frustration of many citizens and employees. The authors draw several implications of this evolutionary analysis for leadership theory, research, and practice.
Superior performance requires a fundamental paradigm shift in managerial approach and leadership style to address the impact of rapidly evolving technology accompanied by increasing competition and market globalization. Six Sigma is one of the quality and productivity improvement initiatives employed by many successful enterprises to address these new challenges. Six Sigma requires management attention and clear leadership to provide a highly focused management-sponsored project approach to the rapid improvement and cost control of selected processes. This study sought to examine the leadership styles among Six Sigma professionals and their impact on performance. A total of 146 Six Sigma professionals working in Thailand were surveyed using the Multifactor Leadership Questionnaire (MLQ). The findings reveal that there are significant differences among the transformational, transactional and laissez-faire leadership styles. Among these 3 styles, Six Sigma professionals tend to exhibit the transformational leadership style most of the time. Furthermore, both transformational and transactional leadership styles are found to have a positive impact on follower performance, perception of leader effectiveness and job satisfaction. However, there is a negative relationship between laissez-faire leadership and the performance variables.
Purpose
– The purpose of this paper is to provide insights into the growing practice of managerial coaching. Much of the coaching literature is set in the context of an external coach coming into an organisation. However managers are increasingly being expected to coach their employees, a change in role which can create tensions.
Design/methodology/approach
– This paper examines the literature on coaching managers. The paper also discusses practical implications for coach training.
Findings
– This paper identifies key differences in the issues faced by coaching managers and by internal/external coaches and recognises the importance of adequate training of managers in coaching skills as an important issue for organizations to tackle. Furthermore, the development of a supportive coaching culture should not be underestimated in facilitating managers to apply their coaching skills on a daily basis.
Originality/value
– The paper gives an overview of the challenges of the coaching managers, identifies areas for development/consideration of coaching training programs and offers practical suggestions for supporting managers in applying their coaching skills.
Leadership language and its effects on employee affect and outcomes have experienced significant advances in research progress and practice in recent years. Communication researchers have explored and developed persuasive/framing models for practice to bridge the gap between leader intent and employee outcomes through verbal communication with the prospect of enhancing employee motivation. This article takes a unique approach to these questions by using a different communication model to clarify the nature and processes of the relationships between motivating language theory and its effects on employee self-efficacy and performance. Consequently, this study examines the role of motivating language theory leader language, with a primarily female group of 151 health care professionals, as an enhancement of employee self-efficacy. The methodology is a partial least squares model that explores the strength and direction of leader motivating language with self-efficacy and performance. All the relationships were supported as positive and significant. The partial least squares coefficients indicate that employee self-efficacy is 34% higher with increased levels of leader motivating language. The same data analysis reveals that employee performance grows by 20% with higher motivating language speech, and that employees with higher levels of self-efficacy will perform 10% better than in those cases when self-efficacy is lessened. Finally, future recommendations are presented to nourish these relationships through research—including greater generalizability, and for practice through training and development design.
In recent years executive coaching has become an important management development practice in many organizations. Executive coaching is a partnership between a management level client and a coach hired by an organization to assist the executive in becoming a more effective and successful manager. While executive coaching has become a frequent and important practice in organizations, there has been relatively little serious consideration of the complex ethical issues that arise for persons and organizations. This study proposes that executive coaching involves an agency relation with specific moral duties that go beyond the usual standards of professional ethics. Agency theory, and in particular a focused understanding of the agency relationship, can provide a needed ethical grounding and basis for moral thinking about executive coaching.
This hermeneutic phenomenological study explores the after-coaching leadership skills of management that affected direct reports. The selection process relied on sequential sampling as a means of choosing 20 participants for in-depth interviews. After the transcription of the interviews, Atlas.ti software was used to manage data coding. Four themes emerged: (a) management's tools resulting in a motivated environment; (b) effects of management creating safe work environments; (c) depth of communication; and (d) self-reflection.
Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation that includes formative evaluations of the client, coach, client–coach relationship, and coaching process, as well as summative evaluations based on coaching outcomes. The paper also includes a quantitative synthesis examining evaluation methodologies in 49 leadership coaching studies. The results revealed that self-reported changes in clients' leadership behaviors are the most frequently assessed coaching outcome, followed by clients' perceptions of the effectiveness of coaching. Recommendations to advance coaching evaluation research include the creation of collaborative partnerships between the evaluation stakeholders (client, coach, client's organization, and coaching organization) to facilitate systematic formative evaluations, the collection of multi-source and multi-level data, and the inclusion of distal outcomes in evaluation plans.
The use of executive coaching as a developmental intervention for managers has increased dramatically during the past decade. Consequently, there has been a burgeoning practitioner literature on the topic of executive coaching. Empirical research on executive coaching, however, has lagged far behind, and theoretical work on the processes underlying effective coaching has been limited. In this review, we investigate the construct of executive coaching and examine how coaches’ professional training, client characteristics, and types of coaching impact the effectiveness of this intervention. The article concludes with an agenda for future research on this emerging form of management development.
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