Today’s complex global economy is often referred to as VUCA (volatile, unpredictable, complex, ambiguous) to express the rapid pace of disruptive change and the unreliability of long held structures, processes and beliefs. These unprecedented changes are impacting global leadership practice. Leaders can no longer rely solely on decisive and authoritative decision making to help their organizations remain competitive. The rapid pace of unpredictable change and ambiguity of clear solutions is demanding more collaborative decision-making for today’s toughest challenges. Executive coaches who support global leaders are increasingly in positions of trusted adviser to senior level executives. This qualitative study interviews a group of seasoned executive coaches to gain a deeper understanding of the best practices for supporting global executives, the challenges they face in implementing these practices, the ways in which they measure their success, and their recommendations to other executive coaches who wish to support global leaders. Findings, therefore, contribute to the growing scholarly field of executive coaching in a number of areas, including: (a) executive coaching scholarship, (b) executive coaching training programs, (c) graduate business school curriculum, and (d) leadership development programs.
|Advisor:||Madjidi, Farzin, Fraizer, Lani|
|School Location:||United States -- California|
|Source:||DAI-A 79/09(E), Dissertation Abstracts International|
|Subjects:||Business administration, Business education, Organizational behavior|
|Keywords:||Coaching, Complexity, Global economy, Leadership, Presence, VUCA|
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