Role Behavior of the Coach and the Participants as Essential for the Results of Individual Coaching

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Background: Individual coaching has become a popular intervention tool to increase manager’s (named coaches) affective commitment, competences and effectiveness in conducting healthy organizational changes. The aim of this chapter is to explore the influence of the role behavior of the coach and the participants on intervention outcome.
Intervention: An eight month individual coaching intervention focusing on the safety-related competencies of the top manager and the safety manager was carried out in a medium-sized Danish company.
Results: The coaching interventions towards the top manager generally succeeded and supported substantial changes in the Company’s approach to safety. The safety manager solved 69% of the coaching tasks. However, the safety manager did not change her role behavior substantially and this intervention was categorized as partly failed. In this case, the role behaviors of the coach and the safety manager and the power relation between these lead to implementation failure.
Lessons learned and possible solutions: Role behaviors of the coach and the participants are important for the implementation of individual coaching interventions. The theory of individual coaching needs to address these issues. Additional, a clarification of power interest between the coach and the company is a precondition for successful coaching interventions.
Original languageEnglish
Title of host publicationDerailed Organizational Interventions for Stress and Well-Being : Confessions of Failure and Solutions for Success
EditorsMaria Karanika-Murray, Caroline Biron
Number of pages8
PublisherSpringer VS
Publication date15 Jul 2015
ISBN (Print)9789401798662
ISBN (Electronic)9789401798679
Publication statusPublished - 15 Jul 2015

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