Perceptions of Executive Coaching as Shared by Four Executives in Central Pennsylvania
Open Access
- Author:
- Feenstra, Daniela Andrea
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- February 18, 2014
- Committee Members:
- William J Rothwell, Dissertation Advisor/Co-Advisor
Wesley Edward Donahue, Committee Member
Mark D Threeton, Committee Member
Patrick James Cusatis, Special Member - Keywords:
- Executive Coaching
Perceptions of Executive Coaching - Abstract:
- The purpose of this study was to define and understand the perspectives of four executives from differing fields of industry in the Central Pennsylvania area regarding their perceptions of executive coaching in order to gain a deeper understanding of the definition, value, and benefits of executive coaching in the selected geographic region and across the targeted categories of the companies chosen for this study. Data were collected through pre-constructed, semi-structured interviews conducted with each of the four executives. The participants were each asked 11 pre-constructed questions for the purpose of gathering information to answer the research questions about their perceptions of executive coaching. This study was modeled as a replication of a study conducted by Dr. John Stevens Jr., where seven CEOs and presidents were interviewed using the same instrument. Information for this study was gathered using the multiple-case study method for the purpose of answering research questions about the shared perceptions of executive coaching by the four participants. Some of the expectations the researcher had when conducting by research question (RQ) were: RQ1 executives consider trust, openness, and willingness to work through the process to be attributes of successful executive coaching engagements. RQ2 failure to develop a trust based relationship between the executive and the coach is considered to be an attribute of ineffective executive coaching engagements. RQ3 confidentiality is considered to be a key element and that executives would have expectations of confidentiality. RQ4 Executives consider training in business and psychology to be important assets of executive coaches. RQ5 Executives would prefer external to internal executive coaches. Some of the findings from this study by research question: RQ1 some of the important attributes found in successful executive coaching engagements are trust, a feeling of comfort, and commitment to the process. RQ2 Ineffective executive coaching engagements lack trust between the coach and the executive, and are characterized by having an executive who believes that there is no need for change. RQ3 confidentiality is an essential part of executive coaching. RQ4 executive coaches should have business training and knowledge as well as some psychology training in order to be effective. RQ5 Internal coaches are viewed as being less likely to break confidentiality and are thought to be less bias than internal coaches.