Differing perceptions of what constitutes executive coaching core competencies by academic and coach preparation programs, credentialing associations, and practitioners obfuscates clarity of definition, roles, and implementation. This lack of clarity and agreement can confuse practitioners and slow progress in theory-building, research, and executive coach development.
The Solution
This article examines diverse ways that executive coaching is defined and distinguished. Professional associations have shaped membership, credentialing, and accreditation based on different competencies. The article describes four executive coaching roles and six enabling core coaching competencies, and it draws implications for navigating, researching, and practicing in the diverse terrain of executive coaching, in and for, organizations.
The Stakeholders
Practitioners might be interested in a map of the coaching terrain that Enables them to better choose among possible avenues toward coach preparation and professionalization. Researchers and theory builders might be interested in definitions and competency models to guide further investigation into coaching.
BentleyS. C. (2000). Listening in the 21st century. International Journal of Listening, 14, 129-142.
3.
BonoJ. E.PurvanovaR. K.TowlerA. J.PetersonD. B. (2009). A survey of executive coaching practices. Personnel Psychology, 62, 361-404.
4.
BrotmanL. E.LiberiW. P.WasylyshynK. M. (1998). Executive coaching the need for standards of competence. Consulting Psychology Journal: Practice and Research, 5, 40-46.
5.
DrakeD. B. (2008). Finding our way home: Coaching’s search for identity in a new era. Coaching: An International Journal of Theory, Research and Practice, 1, 15-26.
6.
EhrichL. C.HansfordB.TennentL. (2004). Formal mentoring programs in education and other professions: A review of the literature. Educational Administration Quarterly, 40, 518-540.
7.
EversW. J. G.BrouwersA.TomicW. (2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice and Research, 58, 174-182.
8.
FeldmanD. C.LankauM. J. (2005). Executive coaching: A review and agenda for future research. Journal of Management Development, 31, 829-848.
9.
GolemanD. (1995). Emotional intelligence: Why it can matter more than IQ. New York, NY: Banam Books.
10.
GolemanD. (2006). Social intelligence: The new science of human relationship. New York, NY: Banam Books.
11.
GorbyC. B. (1937). Everyone gets a share of the profits. Factory Management & Maintenance, 95, 82-83.
12.
GrantA. M. (2011). Workplace, executive and life coaching: An annotated bibliography from the behavioural science and business literature. Coaching Psychology Unit, University of Sydney.
13.
HallD. T.OtazoK. L.HollenbeckG. P. (1999). Behind closed doors: What really happens in executive coaching. Organizational Dynamics, 27(3), 39-53.
14.
HeritageJ. (2002). The limits of questioning: Negative interrogatives and hostile question content. Journal of Pragmatics, 34, 1426-1446.
15.
JacksonT. (1991). Measuring management performance: A developmental approach for trainers and consultants. New York, NY: Kogan Page.
16.
JooB. (2005). Executive coaching: A conceptual framework from an integrated review of practice and research. Human Resource Development Review, 4, 462-488.
17.
Kampa-KokeschS.AndersonM. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53, 205-228.
18.
KaslE.MarsickV.DechantK. (2000). Teams as leaders: A research-based model of team learning. In CrossR.IsraelitS. (Eds.), Strategic learning in a knowledge economy (pp. 253-276). Boston, MA: Butterworth Heinemann.
19.
KilburyR. R. (Ed.). (1996). Executive coaching [Special Issue].Consulting Psychology Journal: Practice and Research, 48(2), 59-146.
20.
KilburgR. R. (1996). Toward a conceptual understanding and definition of executive coaching. Consulting Psychology Journal: Practice and Research, 48, 134-144.
21.
MaltbiaT. E.GhoshR.MarsickV. J. (2010). Learning from experience through the executive coaching competencies of listening and questioning. In GrahamC.M.DiraniK. M. (Eds.), Proceedings of the Academy of Human Resource Development Conference. Knoxville, TN.
22.
MaltbiaT. E.GhoshR.MarsickV. J. (2011). Trust and presence as executive coaching competencies. In DiraniK. M.WangJ. (Eds.), Proceedings of the Academy of Human Resource Development Conference. Schaumburg, IL.
23.
MaltbiaT. E.GhoshR.MarsickV. J. (2012). Awareness and communication as facilitative executive coaching competencies. In WangJ.GedroJ. (Eds.), Proceedings of the Academy of Human Resource Development Conference. Arlington, VA.
24.
MaltbiaT. E.GhoshR.MarsickV. J. (2013). Contracting and execution as structural executive coaching competencies for enhanced performance: Reviewing literature to inform practice and future research. In GedroJ. (Ed.), Proceedings of the Academy of Human Resource Development Conference. Arlington, VA.
25.
MaltbiaT. E.PageL. J. (2013). Academic standards for graduate programs in executive and organizational coaching. Graduate School Alliance for Executive Coaching. Retrieved from http://www.gsaec.org/curriculum.html
26.
MaltbiaT. E.PowerA. (2005). Diversity’s impact on the executive coaching process. In MorrisM. L.NafukhoF. M. (Eds), Proceedings of the Academy of Human Resource Development Conference. Estes Park, CO, 221-228.
27.
MaltbiaT. E.PowerA. T. (2009). A leader’s guide to leveraging diversity: Strategic learning capabilities for breakthrough performance (New Frontiers in Learning Series). Oxford, UK: Butterworth-Heinemann.
28.
National Commission for Certifying Agencies. (2003). Standards for the Accreditation of Certification Programs (Report). Available from www.noca.org
29.
PassmoreJ.Fillery-TravisA. (2011). A critical review of executive coaching research: A decade of progress and what’s to come. Coaching: An International Journal of Theory, Research and Practice, 4, 70-88.
30.
ReadyD. A.CongerJ. A.HillL. A. (2010). Are you a high potential?Harvard Business Review, 88(6), 78-84.
31.
ScheinE. H. (1969). Process consultation: Its role in organization development. Reading, MA: Addison-Wesley.
32.
SpencerL. M.SpencerS. M. (1993). Competence at work: Models for superior performance. New York, NY: John Wiley.
33.
SperryL. (2008). Executive coaching: An intervention, role function, or profession?Consulting Psychology Journal: Practice and Research, 60, 33-37.
34.
SteinI. F. (2003). Introduction: Beginning a promising conversation. In SteinI. F.BelstenL. A. (Eds.), Proceeding of the First ICF Coaching Research Symposium (pp. viii-xii). Paw Print Press: Morresville, NC.
35.
SternL. R. (2004). Executive coaching: A working definition. Consulting Psychology Journal: Practice and Research, 56, 154-162.
36.
TorracoR. J. (2005). Writing integrative literature reviews: Guidelines and examples. Human Resource Development Review, 4, 356-367.
37.
WanVeerL.RuthmanS. (2008). The 2008 executive coaching fee survey: An analysis of fee structures used by executive coaches (R-1430-08-RR, 4-9). New York, NY: The Conference Board.
38.
WasylyshynK. M. (2003). Executive coaching: An outcome study. Consulting Psychology Journal: Practice and Research, 55, 94-106.
39.
WilliamsP.AndersonS. K. (2006). Law and ethics in coaching: How to solve and avoid difficult problems in your practice. Hoboken, NJ: John Wiley & Sons.
40.
WitherspoonR. (2000). Starting smart: Clarifying coaching goals and roles. In GoldsmithM.LyonsL.FreasA. (Eds.), Coaching for leadership: How the world’s greatest coaches help leaders learn (pp. 165-185). San Francisco, CA: Jossey-Bass.
41.
WitherspoonR.WhiteR. P. (1996). Executive coaching a continuum of role. Consulting Psychology Journal: Practice and Research, 48, 124-133.
42.
ZeusP.SkiffingtonS. (2002). The coaching at work toolkit: A complete guide to techniques and practices. New York, NY: McGraw-Hill.
