The benefits of executive coaching: voices from the C-suite
| Pages | 22-27 |
| DOI | https://doi.org/10.1108/SHR-06-2019-0048 |
| Date | 30 January 2020 |
| Published date | 30 January 2020 |
| Author | Clinton Longenecker,Mike McCartney |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
The benefits of executive coaching: voices
from the C-suite
Clinton Longenecker and Mike McCartney
Abstract
Purpose –The purpose of this paper is to providereaders with research findings based on qualitative
data that describethe benefits of executive coaching from a sampleof 70 senior business executives, all
of whom have a personal executive coach. In addition, the paper provides readers with specific
questions concerning their organizations’ approach to executive leadership development and the
applicationof these potential benefits to their enterprise.
Design/methodology/approach –The findings of this study are basedon personal interviews with 30
executives and ten four-personfocus groups in which both sets of participants were asked to describe
personaland organizational benefits associatedwith their experiences in using executive coaches.
Findings –Interviews and focus group findings converged around a number of benefits associated with
effective executive coaching. These benefits included improved executive focus, better alignment of key
leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors,
improved emotional intelligence and ego controland personal support and encouragement, among others.
Research limitations/implications –This qualitative studyprovides empirical evidence of the benefits
of executive coaching from the perspective of senior business leaders. These findings provide
researchers with specific criteria that can be tested and measured on a larger scale. The primary
limitationof the study is the small sample size ofonly 70 executives.
Practical implications –The findings of this research provide a compelling set of benefit trends that
individual executives,boards of directors and organizationsneed to consider in the development of their
senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive
coachingand its role in their organizations.
Social implications –These findings make a compelling case that senior leaders can become more
effective and can experience great benefits when they properly make use of an effective executive
coach. The development of senior leadersusing this tool can have a powerful impact on organizational
performanceand organization’s culture.
Originality/value –A review of the literature will reveal that anecdotal evidence abounds, but there is
limitedempirical research chroniclingthe true benefits of executive coaching.
Keywords Human resource management, Talent management, Coaching, Learning and development
Paper type Research paper
Introduction
I can state with great clarity that having an effective executive coach has made a significant
difference in my ability to grow and develop as a senior leader. There was a time that I believed
that I could push forward as a leader on my own [...]I have always engage my people and been
a good coach myself but I have learned that having someone in my professional life as a senior
leader, to serve as a coach, sounding board, and accountability partner has had a significant
impact on my performance and my ability to grow to meet the growing challenges of my job!
Division President, Fortune 1000 Enterprise.
When the literature on critically important leadership practices is reviewed, employee coaching
quickly surfaces as a key behavior that can have a dramatic impact on employees’
performance and their ability to deliver desired results for their enterprise (Longenecker, 2014).
Clinton Longenecker is
based at the College of
Business and Innovation,
The University of Toledo,
Toledo, Ohio, USA.
Mike McCartney is based at
McCartney Coaching,
Toledo, Ohio, USA.
PAGE 22 jSTRATEGIC HR REVIEW jVOL. 19 NO. 1 2020, pp. 22-27, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-06-2019-0048
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