David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 59 (4):361 - 374 (2005)
There remains a paucity of research investigating the efficacy of executive coaching. Ambiguity surrounds its definition, its methodology and outcomes. Despite this, the executive coaching remains a viable business proposition. Practitioners bring services to the business community offering services that transcend traditional performance management consultations establishing independent “performance-driven” relationships with executives. This paper examines the process of coaching suggesting that a better understanding of process will enhance practice efficacy and accelerates empirical investigations. In addition, ethical, confidential and legal issues require attention when planning to utilize an executive coach. All this implicates the need to better understand coaching – and how it typically operates. Case studies are provided in the examination of coaching consultations in Fortune 100 settings.
|Keywords||Executive coaching change management leadership performance management business ethics|
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