The demand for senior executive leaders continues to increase, and outweighs the ready supply of candidates. This critical gap occurs as these seasoned, executive leaders depart corporate life, and take with them years of institutional knowledge, organizational experience and cultural values, the lack of which may cripple an organization's future growth, stability and sustainability.
This study sought to fill the leadership gap by providing a two-pronged solution: one, a particular focus on the leadership development of women through the specific use of executive coaching; and measuring the impact of this leadership development modality on their organizational performance. Prior research has demonstrated that a singular focus on developing females lead to improvements in organizational performance, as measured in financial outcomes, explaining the deliberate concentration on female executives.
The Executive Coaching Effectiveness Survey was designed for this mixed methods study. The independent variable was executive coaching; dependent variables were the outcomes of executive coaching, at two levels: organizational performance and personal performance. The items measured the impact of executive coaching on organizational performance; job behavior; business areas impacted; new knowledge, skills or increased abilities learned, and the extent of resultant promotion opportunities. A total of 28 female executives completed the study. Reliability analysis, utilizing Cronbach's alphas, indicated that the Organizational Performance (.95%), Job Behavior (.80%), and Learnings (.95%) subscales of the Executive Coaching Effectiveness Survey, were highly reliable.
Executive coaching contributed to the organizational performance of female executives in several ways: their ability to execute, develop teams, promote teamwork, boost productivity, and enhance their team's ability to contribute value to the organization, improved. Further, executive coaching increased their individual effectiveness by improving their ability to identify specific goals; improved focus on producing results; increased effectiveness in active listening skills; increased self-confidence; and aligning individuals with organizational goals.
Support for gender inclusion is warranted by the findings of this research study. This analysis demonstrated justification for the identification, development and promotion of the female executive; provided evidence of the efficacy of executive coaching; and added to the growing body of evidence which promotes the measurement of leadership development programs at the organizational level.
|School:||University of San Francisco|
|School Location:||United States -- California|
|Source:||DAI-A 70/01, Dissertation Abstracts International|
|Subjects:||Womens studies, Management, Occupational psychology, Business education|
|Keywords:||Executive coaching, Female executives, Gender inclusion, Leadership development, Organizational performance, Return on investment, Women executives|
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