Chief Executive Officers’ perceived value of coaching: individual and organisational influences

  • Walston S
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Abstract

Although coaching is widely being used as a means for leadership development, very little is known regarding CEOs' perceived value of coaching and those factors that influence these perceptions. Using 583 complete surveys from a national US survey of hospitals, this article examines the relationship of organisational and individual characteristics to the value CEOs have of coaching. National survey data of hospital CEOs in the USA were used in this research. Analyses included means, correlations, a Duncan–Waller test comparing multiple means and regression analyses. Overall, this research shows that CEOs value coaching more for staff improvement than for succession planning. Organisational factors that appear to increase the value of coaching include size of hospital and system affiliation. CEOs working for for-profit companies perceive less value in coaching. Males and CEOs with more direct reports have significantly lower values for coaching. Leaders should be more aware of the value of coaching and look for means to increase the use of this valuable tool to improve leadership skills. This research adds to the growing literature on how to understand and encourage more effective coaching in organisations. [ABSTRACT FROM PUBLISHER]

Author-supplied keywords

  • coaching
  • individual influences
  • mentoring
  • organisational influences

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Authors

  • Stephen L. Walston

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