Maximizing the Impact of Executive Coaching: Behavioral Change, Organizational Outcomes, and Return on Investment

By Michael Lindemann, M. Vergara, S. Murphy, L. Barker, R. Warrenfeltz. 2001

228 citations recorded by the source corpus.

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Citations in the corpus

The Efficacy of Executive Coaching in Times of Organisational Change (2014, background): “A number of authors have argued that, as organisations are in business to generate a profit, financial return on investment (ROI) is the most important coaching outcome metric (McGovern et al., 2001; HernezBroome, 2010).”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “Furthermore, Malone (2001) suggested that executive coaching is a professional development activity designed to improve self-efficacy, because it naturally allows the coach to use techniques that target the determinants of self-efficacy.”
The State of Play in Coaching Today: A Comprehensive Review of the Field (2010, background): “Miller (1990) examined the impact of coaching on transfer of training skills, but the drawing of conclusions was restricted by a high participant drop-out rate: ninety-one participants began the study but only 33 completed the final measures.”
The coach-coachee relationship in executive coaching: A field study (2009, background): “These studies also report interesting relationships with intangible variables such as the learner’s self-awareness and satisfaction with supervisors and colleagues (Luthans & Peterson, 2003; Styhre, 2008), work satisfaction (Luthans & Peterson, 2003; McGovern et al., 2001), balance between personal ”
Evaluating leadership coaching: A review and integrated framework (2010, background): “For example, McGovern et al. (2001) asked participants to estimate the financial return on their coaching experience and to provide a confidence level for that estimate.”
Challenges for the Theory and Practice of Business Coaching (2016, background): “Additional benefits in terms of coachee skills and behaviours were also proposed including:- Improved ability to delegate appropriately (McGovern et al., 2001); Better stress management (Ladergard, 2011; Wales, 2003); Enhanced ability to address workplace conflict and work autonomously…”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “An example of such a study is McGovern et al. (2001), who claim that leadership coaching has an ROI of 545%.”
Executive Coaching: A Review and Agenda for Future Research (2005, methodology): “A study sponsored by a consulting firm attempted to quantify the business outcomes of executive coaching and used Kirkpatrick’s (1996) aforementioned typology of outcomes to assess coaching effectiveness (McGovern et al., 2001).”
Evaluating the effectiveness of executive coaching: beyond ROI? (2009, background): “For example, McGovern, Lindemann, Vergara, Murphy, Barker, and Warrenfeltz ( 2001 ) reported that executives realized improvements in productivity, quality, organizational strength, customer service, and shareholder value, realizing an average ROI of almost six times the cost of coaching.”
The power of coaching: a meta-analytic investigation (2015, background): “In another study, 84% of coachees identified the quality of their relationship with their coach as the critical ingredient to their success (McGovern et al., 2001).”