Willem Jan is chief leadership coach at HFSC with 10 years of coaching experience and 25 years of experience as a senior executive with expertise in general management, marketing, sales, and services in the healthcare and information technology sector. As part of his local, regional, and global responsibilities, he has lived in the Netherlands, the United States, South Africa, Germany, and Switzerland. Willem Jan’s passion is to support leaders in their development.
The literature describes that the evaluation of the impact of coaching lags behind.
This thesis aims to empirically link leadership coaching with improved coaching
outcomes by focusing on the question “What does the application of an integrated
evaluation framework tell us about the effectiveness of leadership coaching?”
A quasi-experimental, mixed-methods approach has been used based on resources
from Leadership, Management, Psychology and Training & Development. Nine
criteria have been derived from the literature and six have been used in the
methodology. They include the use of multi-source feedback, a pre- and postcoaching
design, professional external coaches, formative evaluations of the client,
coach, client–coach relationship, and coaching process and objectives. The study has
been completed with a sample of 30 clients working with six coaches during a mean
time of 8.67 months.
The results suggest that leadership coaching has a significantly positive impact on
mindfulness. Though also positive, the change in leadership effectiveness, as
measured by all evaluators, is not statistically significant. The client-coach
relationship does not have a significant impact on coaching outcomes; client
satisfaction has a positive impact on outcomes. The achievement of coaching
objectives correlates significantly with leadership competencies. There is a slight,
insignificant, improvement in business results after leadership coaching.
Sample size and rater consistency have been important limitations; both should be
considered in future research. Mindfulness has only been evaluated as a selfassessment
and the use of a more objective instrument could be another area for
future research. The study has not controlled for the impact of all external events to
coaching. Research into how these changes impact leadership coaching engagements
could assist organisations in planning these interventions. Consideration needs to be
given in future research to the timing of post-coaching measurements.
Managers and organisations will now have a framework to evaluate the effectiveness
of coaching. They will have to ensure consistency of raters using multi-source
feedback for effective measurement and properly prepare leaders before being
coached. The development of mindfulness for leaders should receive more attention.
Grounded criteria are provided to conduct empirical research in the domain of
leadership coaching and this will be helpful for researchers. The integrated evaluation
framework and the impact of leadership coaching on Mindfulness will be of value to
leaders in Business. The importance of coach satisfaction in coaching engagements
will be of interest to practising coaches.
Coaching, Leadership, Outcomes
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