Executive Coaching and its outcomes: What the research actually says

Executive coaching research briefing report
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Executive Coaching and its outcomes: What the research actually says
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The latest executive coaching research

A number of new (2018)  wide-ranging studies of executive coaching research have just been published. These include the first systematic review of executive coaching, which focuses on all the previous published research about executive coaching aims, methods and outcomes that has been published to date. The second research paper incorporated into this special report is a critical literary review of previous executive coaching research. As one would expect and hope, in many respects the findings overlap to a significant degree.

The aim of this report is to provide evidence-based practitioners with the best valid research evidence about executive coaching.

Sections:

  • Introduction
  • Executive coaching what it encompasses from a research point of view
  • Previous studies
  • The studies used for this report
  • Problems with much of the pervious research about executive coaching
  • The most frequently reported coaching models in the research
  • Agile coaching
  • Measuring executive coaching
  • What outcome executive coaching actually has
  • The problems associated with executive coaching
  • Factors that impact coaching outcomes
  • Evidence-based recommendations for executive coaching
  • References

Executive coaching research is still considered to be in its infancy, in that, prior to 2000, there were only seven peer-reviewed academic research studies about the effectiveness of executive coaching. Since 2000, however, there has been a steady increase in research interest in this area. Once the study had eliminated the less valid and reliable studies (for example studies where the author of the study turned out to be the coach in question), they ended up with 110 peer-reviewed journal articles to analyse. Both studies found that the biggest problem with most research looking at executive coaching was a singular lack of research rigour and independence from the research subjects. Most published studies are by the actual coaches or coaching organisations and either lack objectivity or more sophisticated research methodology.

However this report looks at a systematic review and other new valid

Click here to download this Special Oxford Review Research Report

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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