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Title: Exploring executive coaching : its role in leadership development
Author: Collins, Claire Elizabeth
ISNI:       0000 0004 2732 745X
Awarding Body: University of Warwick
Current Institution: University of Warwick
Date of Award: 2012
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This thesis concerns an exploration of Executive Coaching in the leadership development context. The topic is selected for study given the recent rapid increase in uptake and spend on the intervention in the organizational and individual development settings (CIPD, 2011) and that, being a relatively recent intervention, research in this area is required. The context of the coaching process is set in the literature of adult learning and is critically evaluated alongside other dyadic intervention paradigms. The study examines the coaching relationship as a tenet of central importance in the effectiveness of the intervention (Kampa- Kokesch and Anderson, 2001; Kilburg, 2001) and explores two areas: whether the coaching relationship exhibits phases of development, and whether individual coaching relationships fit distinct patterns or types. These areas are explored through an empirical qualitative study from the viewpoint of the participants within the relationship using a range of established and novel research methods (Eastwick and Finkel, 2008) in an overall case study based setting. The findings indicate a number of distinctions between the Executive Coaching relationship and that experienced in other dyadic development activities. The research makes a number of contributions to the existing body of theory on Executive Coaching and, in particular, its role as a leadership development activity. Two frameworks are offered to build up the understanding of the coaching relationship. The first model describes the phases of the coaching relationship, the practical and psychological process that takes place, how each phase evolves to the next and how these phases compare with other dyadic processes. Secondly, a typology of coaching relationships is offered which demonstrates clear attributes distinguishing one relationship from another through two main dimensions-pace and partnership. Both of these models offer clear contributions to the practice of Executive Coaching, generating greater performance through establishment of more effective coaching relationships.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: HD28 Management. Industrial Management