CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI-EXPERIMENTAL FIELD STUDY.
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| Title: | CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI-EXPERIMENTAL FIELD STUDY. |
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| Authors: | Smither, James W., London, Manuel, Flautt, Raymond, Vargas, Yvette, Kucine, Ivy |
| Source: | Personnel Psychology. Spring2003, Vol. 56 Issue 1, p23-44. 22p. 1 Diagram. |
| Subjects: | Surveys, Field research, Executive ability (Management) testing, Performance, Psychological feedback, Reinforcement (Psychology) |
| Abstract: | 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. [ABSTRACT FROM AUTHOR] |
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| Database: | Psychology and Behavioral Sciences Collection |
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| Abstract: | 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. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 00315826 |
| DOI: | 10.1111/j.1744-6570.2003.tb00142.x |
