Family business leadership transition: How an adaptation of executive coaching may help
Journal of Management & Organization, 2009
Within the traditional business organizational climate in which an executive coach operates, the ... more Within the traditional business organizational climate in which an executive coach operates, the identity of ‘the coached’ (coachee) can be quite clearly differentiated from the business identity. This is not the case within the world of family business, where the incumbent family business leader, the successor, the business and the family culture, are interwoven. This unique feature of family business means that, for executive coaching to be effective within the family business environment, a radically different approach to that used in traditional business environments must be adopted – namely, the consideration of what generally are thought of as noneconomic variables. This article represents a first attempt to effectively address the key and unique variables executive coaches need to know to work within the family business environment.
Uploads
Papers by Gil Bozer
executive director succession in six different countries. The article compares the data
from the survey findings of six recently published articles that used the same questionnaire in Australia, Brazil, Israel, Italy, Russia, and the United States. The article
focuses on succession planning and executive selection issues (formal versus informal
planning and insider-outsider selection) and provides demographic comparisons
of the respondents. Implications for managing sustainable organizations
include the need to be attentive to strategic priorities so as to anticipate and deal
with the expected and unexpected departures of incumbents. Limitations such as
convenience samples are noted as are recommendations for future research.
performance and affective commitment in terms of executive coaching effectiveness as a form of management development.
Design/methodology/approach – A non-randomised controlled trial research design was conducted
to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel.
Findings – A significant interaction between learning goal orientation and pre-training motivation on improvement in job self-reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self-reported job performance among coachees with low levels of pre-training motivation. Finally, self-efficacy demonstrates a positive relationship with job performance improvement.
Originality/value – This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.
– This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.
Design/methodology/approach
– This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.
Findings
– Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.
Originality/value
– The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.
executives’ capabilities, very little research has investigated how effective or beneficial this development tool is to the individuals or the organisations in which they work. The purpose of this study was to examine executive coaching effectiveness by investigating whether executive coaching has an impact on coachee performance outcomes as well as individual outcomes as manifested by self awareness, career satisfaction, job affective commitment, and job performance. Coaching outcomes
were examined through a quasi-experimental field pre-post design with an untreated control group. The study participants (n=197) were drawn from the client bases of four Israeli-based firms whose primary professional services focused on executive coaching. The primary conclusion is that executive coaching may be a mechanism by which executives could be helped in improving and maintaining a high level of career satisfaction. The results should assist organizations in designing more effective executive coaching programs, and in making informed decisions about implementing
and measuring executive coaching.
attention has been paid to the particular considerations, challenges, and opportunities
pertaining to succession planning in this unique sector. Consequently, this exploratory
study investigates the degree to which Israeli nonprofit organizations prepare themselves
for executive succession. Based on a survey developed by Santora, Sarros and Cooper
(2009), the authors collected data on succession planning from the executive directors of
100 Israeli nonprofits and conducted comparative analyses on nine succession planning
indicators. The findings suggest that most Israeli nonprofit organizations do not plan for
succession, and they are also ill-prepared for succession. While these findings echo those of nonprofit organizations in other countries, they appear to signal a warning sign for the Israeli nonprofit sector given its importance as a dominant provider of services not provided by the public sector. Furthermore, the authors explore the major organizational impediments to succession planning in the context of Israeli society. Finally, practical organizational implications are considered, followed by suggestions for future research.
– Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes.
Design/methodology/approach
– These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies.
Findings
– A coach's academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self-awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self-reported job performance.
Originality/value
– Findings should assist businesses and educators in improving the formal preparation of coaches and in better identifying and selecting competent coaches. This may lead to better executive coaching design, implementation, and outcomes. Recommendations for future research are provided.
executive director succession in six different countries. The article compares the data
from the survey findings of six recently published articles that used the same questionnaire in Australia, Brazil, Israel, Italy, Russia, and the United States. The article
focuses on succession planning and executive selection issues (formal versus informal
planning and insider-outsider selection) and provides demographic comparisons
of the respondents. Implications for managing sustainable organizations
include the need to be attentive to strategic priorities so as to anticipate and deal
with the expected and unexpected departures of incumbents. Limitations such as
convenience samples are noted as are recommendations for future research.
performance and affective commitment in terms of executive coaching effectiveness as a form of management development.
Design/methodology/approach – A non-randomised controlled trial research design was conducted
to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel.
Findings – A significant interaction between learning goal orientation and pre-training motivation on improvement in job self-reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self-reported job performance among coachees with low levels of pre-training motivation. Finally, self-efficacy demonstrates a positive relationship with job performance improvement.
Originality/value – This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.
– This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.
Design/methodology/approach
– This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.
Findings
– Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.
Originality/value
– The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.
executives’ capabilities, very little research has investigated how effective or beneficial this development tool is to the individuals or the organisations in which they work. The purpose of this study was to examine executive coaching effectiveness by investigating whether executive coaching has an impact on coachee performance outcomes as well as individual outcomes as manifested by self awareness, career satisfaction, job affective commitment, and job performance. Coaching outcomes
were examined through a quasi-experimental field pre-post design with an untreated control group. The study participants (n=197) were drawn from the client bases of four Israeli-based firms whose primary professional services focused on executive coaching. The primary conclusion is that executive coaching may be a mechanism by which executives could be helped in improving and maintaining a high level of career satisfaction. The results should assist organizations in designing more effective executive coaching programs, and in making informed decisions about implementing
and measuring executive coaching.
attention has been paid to the particular considerations, challenges, and opportunities
pertaining to succession planning in this unique sector. Consequently, this exploratory
study investigates the degree to which Israeli nonprofit organizations prepare themselves
for executive succession. Based on a survey developed by Santora, Sarros and Cooper
(2009), the authors collected data on succession planning from the executive directors of
100 Israeli nonprofits and conducted comparative analyses on nine succession planning
indicators. The findings suggest that most Israeli nonprofit organizations do not plan for
succession, and they are also ill-prepared for succession. While these findings echo those of nonprofit organizations in other countries, they appear to signal a warning sign for the Israeli nonprofit sector given its importance as a dominant provider of services not provided by the public sector. Furthermore, the authors explore the major organizational impediments to succession planning in the context of Israeli society. Finally, practical organizational implications are considered, followed by suggestions for future research.
– Little empirical research has examined the role of coach characteristics in coaching success. The purpose of this paper is to address this gap in the literature by identifying and testing the relationships between a coach's academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes.
Design/methodology/approach
– These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies.
Findings
– A coach's academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self-awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self-reported job performance.
Originality/value
– Findings should assist businesses and educators in improving the formal preparation of coaches and in better identifying and selecting competent coaches. This may lead to better executive coaching design, implementation, and outcomes. Recommendations for future research are provided.