This grounded theory qualitative research study examined the coaching process from the experiences of executive coaches and their female coachees. The research examined how executive coaches create a high-quality working alliance and relationship with their female coachees to support learning, sustained behavior changes, and leadership development. A theory for building a collaborative, high-quality relationship between the executive coach and coachee was constructed from the data gathered during the interviews of both the executive coaches and female coachees. The study involved interviews with eight male and female executive coaches and interviews with eight female coachees. The data were analyzed by applying the coding method consistent with qualitative grounded theory research. I concluded that in order to build a strong working alliance between the executive coach and female coachee, the key behaviors of the coach should include the following: (a) honest feedback; (b) vulnerability; (c) non-judgment; (d) safe space; (e) goal setting; (f) accountability; (g) organizational familiarity (h) challenge; and (i) presence, the primary driver and connector of all factors within the coaching relationship. After analyzing the results of the qualitative grounded theory study, I determined that to achieve optimal outcomes, the executive coach may build a stronger working alliance with their female coachees by focusing on creating a context of mutual presence within the coaching relationship.
|Commitee:||Jarvis, Sara, Estey, Alisa|
|Department:||School of Social and Behavioral Sciences|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 82/7(E), Dissertation Abstracts International|
|Subjects:||Occupational psychology, Business administration, Womens studies, Management, Communication, Labor relations|
|Keywords:||Executive coaching, Organizational psychology, Women executives, Coaching process, Female coachees, Strong working alliance, Coaching relationship|
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