Executive Coaching Literature Review

2. Literature Review 4283

The literature review undertaken for this research provides an analysis of research evidence relating to executive coaching by giving an introduction to coaching with a particular emphasis on executive coaching. It will explore the existing literature on this subject to identify what has been researched to date and where current research is lacking in order to ascertain what questions remain unanswered. This will ensure that this study will build on previous research and add to the knowledge. Based on the identified gaps in the research literature, a focus for the research is selected.

2.1 Literature Search Strategy

The approach to the search was twofold. In the first phase, relevant literature was sourced by searching

Kampa-Kokesch & Anderson (2001) carried out a seminal review of coaching research and their findings underlined the shortage of empirical studies on the topic. Although research studies can be traced back to the early 1930’s they revealed limitations in the available literature which included inadequate sample sizes, claims not wholly supported by data and weaknesses in methodology. Such problems are not uncommon in newer studies (Passmore & Gibbes, 2007).

Fillery-Travis & Passmore (2010) suggest that if we take into account the progression of other disciplines we can achieve an understanding of the direction of growth for the extant scholarship on coaching. As a new field of study progresses, it goes through numerous stages before maturing and as a field begins to mature, it tends to focus on redefining what it is concerned with. The experiences of diverse practitioners help to build up a more comprehensive understanding of what is involved and to develop a common conceptual basis that enable a further maturing of the research undertaken in the

These definitions capture the vital elements of coaching Whitmore (2002) highlights the “person’s potential to maximise their own performance”, and also highlights an important aspect of coaching, that is the coach’s belief about human potential and that this belief will make a difference to the process. The coach must see the client in terms of their future potential, not their past performance.

Grant (1999) describes the collaboration, the one to one conversation that takes place between coach and coachee. It is a systematic process facilitated by the coach which has a focus on solution and results and aims to enhance performance, experience and personal growth. The enhancement is achieved by action and goal setting. In related literature Passmore (2010;11) debates that the question of whose goals? And asks if these are the goals of the coachee or the sponsor organisation. There is the debate in the literature over whose goals should be served, however, good contracting at the beginning of the coaching will give clarity to the focused