A pretest-posttest study of leadership coaching: effects on leadership self-efficacy, leader authenticity, change leadership and overall effectiveness Coaching in Leadership and Healthcare Conference Institute of Coaching, October 18-19, 2019, Boston, MA Peter Halliwell, PhD Candidate, University of Newcastle, Australia Brendan Boyle, Associate Professor, University of Newcastle, Australia Rebecca Mitchell, Professor, Macquarie University, Australia
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A pretest-posttest study of leadership coaching: effects on leadership self-efficacy, leader authenticity, change
leadership and overall effectivenessCoaching in Leadership and Healthcare Conference
Institute of Coaching, October 18-19, 2019, Boston, MA
Peter Halliwell, PhD Candidate, University of Newcastle, AustraliaBrendan Boyle, Associate Professor, University of Newcastle, Australia
Rebecca Mitchell, Professor, Macquarie University, Australia
Introduction• Leadership is Important in Organizations
• However, Leader Development Still in Early Stages of Development
• Leadership Coaching is Increasingly Popular• However, Further Empirical Support Needed• Mechanisms of its Effect Remain Poorly Understood
• Therefore, Study Objectives:• What is Direct Impact of Coaching on Leader Attributes?• What is Direct Impact of Coaching on Leader Effectiveness?• What is Indirect Effect of Coaching on Leader Effectiveness
• Coaching has an Indirect Effect on Leader Effectiveness Through Enhanced Leader Attributes• Aligns with Coaching Frameworks where ‘Inner’ Benefits Precede ‘Outer’
Coaching’s Direct Impact (Discussion)• Contemporary Evidence - Association with Enhanced
Authenticity and Change Leadership• Smaller Effects for Behaviours and Effectiveness
• Opportunities to Exhibit/Observe• Mechanisms of Coaching’s Effect
• Future studies • Control group to assess ‘causality’• Third and longer time point
Coaching
Leader Authenticity
H1
H3
H2
Leadership Self-Efficacy
Change-oriented Leadership
Leader Effectiveness
H4
ü
ü
ü
ü
“While quick fixes are sometimes possible, that’s not what coaching is about. The real benefits come from long-term, lasting change and that is almost always a ‘slow burn’ process” David Clutterbuck (2016)
Mechanisms Of Its Effect (Results)• Model Assessed with PLS-SEM (SmartPLS) and Latent Change Scores (LCS)
Mechanisms Of Its Effect (Discussion)• Coaching has an Indirect Effect on Leader Effectiveness Through Enhanced
Leader Attributes
• Supports Frameworks where ‘Inner’ Benefits Precede ‘Outer’ Benefits
• Mediation Not Supported - Small Sample Size, Limited Time
• Enhanced Leader Authenticity has Largest Total Effect on Leadership
Effectiveness
∆Leadership Self-Efficacy
∆Change-oriented LeadershipR2=0.145
∆Leader Authenticity
∆Leadership Effectiveness
R2=0.284
0.252*
0.269*
0.224*
organisational support (CV)
coaching sessions (CV)
0.176* -0.111
0.270**
0.124
0.387*
-0.020
ü
ü
ü
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Conclusion“Given the role that leadership plays in the current malaise around
financial crisis, climate control, and ethical debacles, which the media characterizes as a “failure of leadership”, understanding how to facilitate
the development of effective leadership is more crucial than ever.” (Ladegard & Gjerde, 2014, p.631)
Study’s Contribution• Further evidence of coaching’s efficacy• Mechanisms explaining its effect• Value in enhancing leader authenticity
Future Studies• Control group to assess ‘causality’• A third time point to assess mediation, development trajectory and sustainability of
effects
Acknowledgements• Institute of Coaching (IOC)• Scholars who Provided their Questionnaires• International Coaching Federation (ICF)• Participating Coaches• Participating Coachees and their Subordinates, Supervisors and