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CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI‐EXPERIMENTAL FIELD STUDY
Author(s) -
SMITHER JAMES W.,
LONDON MANUEL,
FLAUTT RAYMOND,
VARGAS YVETTE,
KUCINE IVY
Publication year - 2003
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.2003.tb00142.x
Subject(s) - coaching , psychology , supervisor , set (abstract data type) , sample (material) , applied psychology , management , computer science , chemistry , chromatography , economics , psychotherapist , programming language
This study examined the effects of executive coaching on multisource feedback over time. Participants were 1,361 senior managers who received multisource feedback; 404 of these senior managers worked with an executive coach (EC) to review their feedback and set goals. One year later, 1,202 senior managers (88% of the original sample) received multisource feedback from another survey. Managers who worked with an EC were more likely than other managers to set specific (rather than vague) goals ( d = .16) and to solicit ideas for improvement from their supervisors ( d = .36). Managers who worked with an EC improved more than other managers in terms of direct report and supervisor ratings, however, the effect size ( d = .17) was small.