Abstract This study investigated how coaches support the development of global leaders (GL) working in multicultural environments and supporting change initiatives. The study is a qualitative embedded case study with the main theme of how coaches develop global leaders. It was conducted through 60 to 90-minute Skype interviews with twelve global coaches from across the world. The embedded case study used the embedded elements of coaching, global leaders, multicultural environments, and change management. Eight themes emerged, a) Diversity in coaches’ style, b) Challenges to coaching global leaders, c) Isolation of global leaders, d) Global leaders’ cultural blinders, e) Global framework of coaching, f) Indirect coaching change, g) Psychological theory and measurement, and h) Standards for coaching profession in a real global world. The results found that in theme b, a total of 36 challenges were noted that were grouped into 5 categories. The data findings posed two different splits related to evidence based methods and measurement. These splits were, coaching methods based in psychological theory vs coaching methods not based in psychological theory (6/6) and assessing GL vs non-assessment of GL (5/7). The participants agreed on the following: a) Coaching is not therapy, b) the client owns the results and sets the measurement, c) the coach must be client focused, d) the coach must be flexible in approach e) the coaching relationship is based on trust and confidentiality, f) global leaders work in multicultural environments g) the coach must coach in the global context, h) coaching standards should be elevated to bring more rigor to the field and lastly i) there needs to be more research in the field of coaching. The participants recommended the following three areas of research consideration for the coaching industry: coaching in context of the global world that related to cultural sensitivity within the coaching industry; differentiation between types of coaching, credentialing and raising the standards; and training of the coach and research around the transformation that happens to the client and the organization from the coaching relationship. Previous research and this study propose additional research is needed as the coaching field is still young.
|Advisor:||Jarvis, Sara V.|
|Commitee:||Astin, John, Welch, Deboroah Vogele|
|Department:||Harold Abel School of Social and Behavioral Sciences|
|School Location:||United States -- Minnesota|
|Source:||DAI-B 78/09(E), Dissertation Abstracts International|
|Keywords:||Change management, Coaching, Evidence based methods, Executive coaching, Global leaders, Multi-cultural|
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