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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.
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]
Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: CAN WORKING WITH AN EXECUTIVE COACH IMPROVE MULTISOURCE FEEDBACK RATINGS OVER TIME? A QUASI-EXPERIMENTAL FIELD STUDY.
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  Data: <searchLink fieldCode="AR" term="%22Smither%2C+James+W%2E%22">Smither, James W.</searchLink><br /><searchLink fieldCode="AR" term="%22London%2C+Manuel%22">London, Manuel</searchLink><br /><searchLink fieldCode="AR" term="%22Flautt%2C+Raymond%22">Flautt, Raymond</searchLink><br /><searchLink fieldCode="AR" term="%22Vargas%2C+Yvette%22">Vargas, Yvette</searchLink><br /><searchLink fieldCode="AR" term="%22Kucine%2C+Ivy%22">Kucine, Ivy</searchLink>
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  Data: <searchLink fieldCode="JN" term="%22Personnel+Psychology%22">Personnel Psychology</searchLink>. Spring2003, Vol. 56 Issue 1, p23-44. 22p. 1 Diagram.
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  Data: <searchLink fieldCode="DE" term="%22Surveys%22">Surveys</searchLink><br /><searchLink fieldCode="DE" term="%22Field+research%22">Field research</searchLink><br /><searchLink fieldCode="DE" term="%22Executive+ability+%28Management%29+testing%22">Executive ability (Management) testing</searchLink><br /><searchLink fieldCode="DE" term="%22Performance%22">Performance</searchLink><br /><searchLink fieldCode="DE" term="%22Psychological+feedback%22">Psychological feedback</searchLink><br /><searchLink fieldCode="DE" term="%22Reinforcement+%28Psychology%29%22">Reinforcement (Psychology)</searchLink>
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  Data: 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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  Data: <i>Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/j.1744-6570.2003.tb00142.x
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        Text: English
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