ISSN: 2222-6990
Open access
The overwhelmingly demanding world today demand for high quality leaders. Leaders should continually equip themselves with necessary skills to anticipate the changing environment which drive pressure for a more effective leadership development, especially in private organisations. In relation to this, coaching has emerged in the human resource development practice as a powerful development tool in improving leadership skills of executive leaders. The aim of this research is to look at the outcome of coaching in term of improving coachee’s leadership competencies. From the findings, one of the changes is that it improves coachee’s flexibility in their behaviours, mindset, and approaches in the decision-making process. This knowledge could be linked to the value that coaching to bring to coachee. Using a qualitative case study approach, data were collected through semi-structured in-depth interviews that involved eight informants from both coaches and coachees. Selection criteria for the coaches were individuals who have conducted executive coaching programmes extensively as part of their service for more than five years and have reached to the level of professionalism as Professional Certified Coach (PCC). The coachees were selected from individuals who hold executive position in their organisations that has participated in any executive coaching programmes in Malaysia. As a newly emerging tool, there are still a lot of scepticism around what are the real values of coaching and what are the positive changes that the process could bring in the area of leadership development. As such, this study could add to the body of knowledge, as well as deepen the understanding on learnings in coaching process which is translated into the outcome of coaching. Changes only occurs when learning occurs during the process.
Anderson, D., & Anderson, M. (2016). Coaching That Counts. Taylor & Francis Group.
Arnold, J. (2016). Coaching Skills for Leaders in the Workplace. London. UK: Robinson.
Barlow, L. (2005). Effective structuring of coaching: using five questions. Development and Learning in Organizations. An International Journal, 11-12.
Boud, D., Keogh R. & Walker D. (1985). Promoting reflection in learning: a model. Kogan page, London, 38-40.
Bougae, C. (2005). A descriptive study of the impact of executive coaching from the perspective of the executive leader. Capella University.
Brennan, D., & Hellbom, K. (2016). Positive team coaching. Industrial and Commercial Training, 333-337.
Brookfield, S. D. (2003). A critical theory perspective on accelerated learning. San Francisco: Jossey-Bass.
Bozer, G., Sarros, J. C., & Santora, J. C. (2014). Executive Coaching: Guidelines that work. Development and Learning in Organizations. An International Journal, 28(4), 9-12.
Brookfield, S. D. (1995). Becoming a Critically Reflective Teacher. San Francisco: Jossey-Bass.
Casserley, T. & Critchley, B. A New Paradigm of Leadership Development. Industrial and Commercial Training, 287.
Costa, A. L., & Garmston, R. J. (1994). Cognitive Coaching: A Foundation for Renaissance Schools. Massachusetts: Christopher – Gordon Publishers Inc
Costa, A. L., & Garmston, R. J. (2002). Cognitive Coaching: A Foundation for Renaissance Schools. Massachusetts: Christopher – Gordon Publishers Inc.
Cox, E. (2014). Theoretical Traditions and Coaching Genres: Mapping the Territory. Advances in Developing Human Resources.
Cranfield, J., & Chee, P. (2014). Coaching for Breakthrough Success: Proven Techniques for Making Impossible Dreams Possible. McGraw-Hill Education. United States.
Densten, I. L., & Gray, J. H. (2001). Leadership Development and Reflection: What is the connection? International Journal of Educational Management, 119-124.
Gallwey, T. W. (2000). The Inner Game of Work. Orion Business Books. London
Gloss, E. J. (2012). A Hint of This and A Pinch of That: Theories That Inform Coaching and Consulting. Graduate Studies Journal of Organizational Dynamics, 2. University of Pennsylvania.
Griffiths, K., & Campbell, M. (2009). Discovering, Applying and Integrating: The Process of Learning in Coaching. International Journal of Evidence Based Coaching and Mentoring, 16-30
Hemphill, D. C. (2014). Coaching From the Coaches' Perspective: A Process-Oriented Focus. International Journal of Mentoring And Coaching In Education, 72-85.
Illeris, K. (2003). Workplace Learning and Learning Theory. Journal of Workplace Learning, 167-178.
Ingleton, C. (2013). The Miracle of Coaching. Industrial And Commercial Training, 289- 292.
International Coaching Federation (2017). Retrieved From Www.Coachfederation.Org.
Jones, R. A., Rafferty, A. E., & Griffin, M. A. (2006). The Executive Coaching Trend: Towards More Flexible Executive. Leadership & Organization Development Journal, 27 (7), 584-596.
Lane, D. A., & Corrie, S. (2006). The Modern Scientist – Practitioner: A Guide to Practise in Psychology. Routledge. London.
Leong, W. K. (2008). Empowering Asian Mindsets Through Coaching: Discover the Secrets of Empowerment Using The Nine Coaching Mindsets. Malaysia, Pelanduk Publications (M) Sdn Bhd.
Longenecker, C. O., & McCartney, M. (2020). The Benefits of Executive Coaching: Voices from the C-Suite. Strategic HR Review.
Maltbia, T. E., Marsick, V. J., Ghosh, R. (2014). Executive and Organizational Coaching: A Review of Insights Drawn from Literature to Inform HRD Practice. Advances In Developing Human Resources, 16(2), 161-183.
Meriam, S. B. (1998). Qualitative Research and Case Study Application In Education. San Francisco, Cs: Jossey-Bass Publishers.
Meriam, S. B. (2009). Qualitative Research as Qualitative Research. Qualitative Research in Higher Education. Boston, Ma: Pearson Custom Publishing. 191-200
Merriam, S. B., & Tisdel, E. J. (2016). Qualitative Research: A Guide to Design and Implementation. San Francisco: Jossey-Bass.
Meriam, S. B. (1998). Qualitative Research and Case Study Application In Education. San Francisco, Cs: Jossey-Bass Publishers.
Meriam, S. B. (2009). Qualitative Research as Qualitative Research. Qualitative Research in Higher Education. Boston, Ma: Pearson Custom Publishing. 191-200
Merriam, S. B., & Tisdel, E. J. (2016). Qualitative Research: A Guide to Design and Implementation. San Francisco: Jossey-Bass.
Rekalde, I., Landeta, J., & Albizu, E. (2015). Determining Factors in The Effectiveness of Executive Coaching as A Management Development Tool. Management Decision, 53(8), 1677-1697.
Rigg, C & Trehan, K (2008). Critical Reflection in The Workplace: Is It Just Too Difficult?”. Journal of European Industrial Training, 32(5), 374 – 384.
Ronen, S. (1989), “Training the International Assignee”, In Goldstein, I. (Ed.) Training & Development in Organisations, Jossey-Bass, San Francisco, Ca.
Rostron, S. (2013). What Progress Has Been Made In Coaching Research In Relation To 16 ICF Focus Areas From 2008 To 2012? Coaching. An International Journal of Theory, Research and Practice, 6(1).
Rubin, I. M., And Goldman, M. (1968). An Open System Model of Leadership Performance. Organizational Behavior and Human Performance, 3, 143-56.
Speltz, M. E. (2013). Defining Critical Factors in Executive Coaching Relationships from The Perspective of The Executive Coaching. Minneapolis. University of Minnesota.
Starr, J. (2016). The Coaching Manual. United Kingdom. Pearson Education Limited.
Toit, A. D. (2014). Making Sense of Coaching. Great Britain Sage.
Ulrich, D. (2008). Executive Coaching Hones Competitive Edge. Credit Union Executive Newsletter, 26(32), 2-4.
Witherspoon, R., & Randall, P. W. (1996). Executive Coaching: What's in It for You. Training & Development, 50(3).
Zenger, J. H., & Stinnett, K. (2010). The Extraordinary Coach: How the Best Leaders Help Others Grow. United States of America: McGraw-Hill.
In-Text Citation: (Nawab et al., 2021)
To Cite this Article: Nawab, N., Arshad, M. M., Ismail, I. A., & Omar, Z. (2021). Executive Coaching Process: Flexibility in Leader’s Decision-Making Process. International Journal of Academic Research in Business and Social Sciences, 11(19), 14–25.
Copyright: © 2021 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode