| This dissertation is a qualitative study of the effectiveness of executive coaching for the development of emotional intelligence competencies. Eight executives from the same government agency were interviewed regarding recent coaching they had received. This coaching was offered as a component of an executive development program that was grounded in action learning. Through these interviews, the executives shared their perspectives of the coaching process and the degrees to which they and their teammates were able to benefit. They described the different styles of their coaches and the rapports each had with their own team's coach. Perhaps most importantly, as a result of the coaching, they were each able to share an increased awareness of a specific trait or tendency that they would continue to develop more consciously in order to achieve greater results in their professional positions. Peers and subordinates of the executives, as well as four executive coaches who were involved in the program, were also interviewed for their perspectives of the process and of the participants. The data collected through this study suggested that executive coaching is an effective tool in the enhancement of emotional intelligence competencies in executives. Certain factors add to the likelihood that a benefit will be achieved through the coaching process, including the participants' openness to learning, the chemistry between the coach and the participants, and the relevance of the coaching to the work of the executives. Organizational culture and environment also surfaced as important factors in predicting success in the coaching process. This study will be of value to researchers or organizational leaders exploring the benefits of executive coaching. |
