The purpose of this qualitative study was to explore and identify selection factors that influence hiring of internal and external coaches by human resources (HR) professionals. This study also focused on insights into how the two types of coaches may compete or complement each other within organizations that employ both types. The interview questions included reasons for utilizing coaches, experience of HR professionals in selecting coaches for leadership development, qualifications or certifications expected, challenges or limitations associated with using both types, and situations that could create a competitive environment. A basic qualitative study with purposeful sampling and semistructured interviews was chosen for this study to gain understanding from the participants’ experiences and perspective. HR professionals were the target population and those who qualified had experience in hiring both internal and external executive coaches. The sample size for this study yielded 13 volunteer participants. Research of literature, participant interview data, and document analysis were compared to triangulate the data and provide deeper understanding of the topic. Findings from this study exposed an inconsistency in how executive coaches are described, selected, and aligned within organizations. This study also exposed situations in which there is an unwillingness or inability of internal and external coaches to work together. The findings also revealed the value placed on experience, credentials, and preferences when selecting coaches. Results from this study can lead to new levels of understanding in intervention selection and intervention implementation in the field of performance improvement and may contribute to higher success rates for executive coaching engagements for leadership development by providing insights into the factors that contribute to coach selection. Additionally, this study can contribute to training executive coaches to achieve individual and organizational effectiveness. A practical implication for this study was to achieve better understanding of how to align the work of internal and external coaches to eliminate competition and increase collaboration for the benefit of the individual and the organization. The results leave room for further research to understand the cost of internal and external coaches as well as best practices to align the work between the 2 types.
|Commitee:||Freer, Kevin, Robinson, Pamela|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 80/08(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, Organizational behavior|
|Keywords:||Coaching, Development, Improvement, Leadership, Performance, Selection|
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