An investigation into leadership development using five yadic case studies illustrating the impact of executive coaching

Fenella Mary Herries Trevillion
Oxford, UK

ABSTRACT

Revenue spent on coaching globally is significant, yet data is lacking on the specific  leadership behaviours it develops. This study focuses on the debate about coaching  efficacy, the components of executive coaching and the leadership behaviours developed  through it. The research context is a cross-government, blended, leadership programme. Using qualitative research and case studies of coachee/manager dyads, questions on who defines the coaching agenda, the coaching consequences and success due to coaching, are addressed. A notable finding questions the need for a coaching contract. Further research is invited to investigate transformational impacts of coaching at the deep emotional level.

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