Gil Bozer

The role of coachee characteristics in executive coaching for effective sustainability

– Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre‐training motivation, learning goal orientation, developmental self‐efficacy, self‐reported job performance improvement, self‐awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development., – A non‐randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel., – A significant interaction between learning goal orientation and pre‐training motivation on improvement in job self‐reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self‐reported job performance among coachees with low levels of pre‐training motivation. Finally, self‐efficacy demonstrates a positive relationship with job performance improvement., – This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.

Academic background and credibility in executive coaching effectiveness

Purpose – Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coachs academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes. Design/methodology/approach – These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies. Findings – A coachs academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self-awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self-reported job performance. Originality/value – Findings should assist ...

Executive coaching: Guidelines that work

Purpose – This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework. Design/methodology/approach – This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching. Findings – Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization. Originality/value – The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.

Understanding the factors that determine workplace coaching effectiveness: a systematic literature review

ABSTRACT Meta-analytic results have established that workplace coaching is effective, however, little is known about the determinants of coaching effectiveness. This paper reports an inclusive systematic literature review, covering the quantitative and qualitative research on workplace coaching. We focus on seven promising areas in the current workplace coaching literature that emerged by the synthesis of 117 empirical studies: self-efficacy, coaching motivation, goal orientation, trust, interpersonal attraction, feedback intervention, and supervisory support. The major contribution of our paper is the systematic integration of well-established theoretical constructs in the workplace coaching context and the new insights we provide in the synthesis of these literatures. Based on our review, we provide specific recommendations to be addressed in future research, including recommended research methodologies, which we propose will significantly progress the field of workplace coaching theory and practice.

Succession in family business: multi-source perspectives

Purpose Despite the extensive breadth of research into the critical challenge of succession in family business, generational succession in family business has been investigated from predominately one-dimensional perspective. The purpose of this paper is to respond to call for a multi-perspectives examination of leadership succession in order to embrace the dynamic and complex nature of succession in a family business. Accordingly, the authors investigated the key personal and professional factors associated with effective family-business succession across four key stakeholders: incumbent, successor, family, and nonfamily members. Design/methodology/approach The explanatory research design included 16 interviews in Phase 1 and 41 prospective case study interviews in Phase 2, both with Australian family businesses that had or were about to experience generational transition. Findings Incumbents and successor interview findings support the benefits of maintaining a cohesive family business, adaptable family culture, and familiness for effective succession. The authors also identified several personal components (e.g. family-business socialization and external experiences) that can help determine the commitment of successors and how this commitment can change once they assume a leadership position. Business size was the professional component supported by incumbent, successor, and nonfamily members as having a significant impact on succession process. As family business grows and becomes more highly complex, a clearly defined set of procedures become imperative. Practical implications Family-business practitioners can apply the findings to manage the processes and expectations of family and the business to achieve effective generational succession and thereby increase the sustainability of the business. Originality/value This research provides a coherent and comprehensive understanding of the interdependencies of competing priorities in the complex succession process that is essential for family-business sustainability and performance.

Implicit Assumptions in High Potentials Recruitment.

Purpose Professionals of human resources (HR) use different criteria in practice than they verbalize. Thus, the aim of this research was to identify the implicit criteria used for the selection of high-potential employees in recruitment and development settings in the pharmaceutical industry. Design/methodology/approach A semi-structured interview guide was developed and used to collect data from 15 European and US recruiters in the pharmaceutical sector. The interview guide included an embedded association test to identify potential differences between implicit assumptions about high potentials and verbalized criteria among participants. Findings These include differences and similarities between the criteria to define high potentials and the implicit assumptions HR professionals use in their initial selection of employees who are selected for further assessment and development programmes. Research limitations/implications Size of the sample is a limitation. Therefore, the conclusions drawn from this study should be treated with a degree of caution. Practical implications Learning how HR professionals use implicit assumptions about potential recruits should inform practitioners about selection, promotion and training strategies. Given the increasing application of automated search algorithms to identify and select high potentials for recruitment, development and promotion purposes, future studies should account for the differences between used and verbalized criteria underlying the development of these systems. Originality/value This study shows how the used implicit assumptions of HR professionals about high potentials differ from verbalized statements and guidelines.

The Role of Leadership Development in Enhancing Succession Planning in the Israeli Nonprofit Sector

In this study we identified and examined the characteristics of nonprofits that have organizational leadership development (OLD) initiatives integrated with executive succession planning to ensure the continuity of organizational leadership. Results from a survey of the 54 nonprofit Israeli executive directors (EDs) found that the importance of OLD and its availability and accessibility were positively associated with succession planning. Findings included the extent to which EDs advise boards about succession planning and the likelihood of internal recruitment (including an institutional policy) as a mechanism for EDs’ replacements. Implications for nonprofit boards and EDs and recommendations for future research are provided.

How can HR practitioners complement search algorithms in recruitment of high potentials

Jan Posthumus is based at the Baden-Wuerttemberg Cooperative State University, Loerrach, Germany. Joseph C. Santora is based at the Ecole des Ponts Business School, Paris, France. Gil Bozer is based at the Sapir Academic College, Shderot, Israel. I n the past decade, we have witnessed the increased application of search algorithms in the human resources (HR) recruiting process. In fact, this data-driven technology has become somewhat of a permanent fixture in the HR recruitment practitioners’ toolbox for identifying and selecting high-potential employees. As a result, an important HR question has emerged in recent years about the role of HR practitioners: Will the use of sophisticated data-driven technology potentially replace HR practitioners by using a predefined set of criteria to identify, prescreen and select high-potential candidates who fit the profile of a company?

Leadership and Planning

This chapter begins by establishing the need for effective leadership. Next, it sets the framework for understanding leadership. Despite its popularity and our daily encounter with it, many people lack a clear understanding of the word, while others view leadership and management as interchangeable words. To clarify the differences between the two words, we define leadership using Rost’s (1993) definition. Then we present the differences between leadership and management. The concepts of leadership and vision are explored. We provide anecdotes of visionary leadership to bolster our discussion. We next present the concept of planning and its relationship to leadership particularly with respect to organizational performance. We list the steps in the planning process and offer SWOT and SMART activities. A brief overview of the main effects of planning on workplace leadership performance is presented, followed by a more detailed description of the relevance of planning as a measurable aspect for specific key leadership behavior in organizations, namely vision, problem solving, driving and implementing change, and succession planning.