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Abstract
This study investigates the impact of a one year executive coaching experiment on self-efficacy in reference to important leadership tasks. The results showed that executive coaching had significant positive effect on self-efficacy. The findings are discussed from the perspective of the effect of coaching on the executives' self-consciousness and their abilities to analyse tasks to evaluate their own capacities regarding these tasks, to setting better goals for themselves, and being aware of and able to better use strategies regarding these tasks.
Introduction
Executive coaching is a fairly new discipline related to growth and development, although the interest in executive coaching has escalated during the last decade (Grant, 2006; Hall, Otazo, & Hollenbeck, 1999). Until recently, evidence that executive coaching could transform individual performance at work was quite insufficient for such claims (Passmore & Gibbes, 2007). Theorists argue that more empirical research needs to be conducted (Grant, 2006). If the overarching goal of coaching is to actualize the coachee's potential capacities, abilities and talents (Moen & Kvalsund, 2008), then, in order to be efficient and effective, coaching should have an impact on important psychological factorswith regard to performance.
One of the most important psychological variables affecting performance is self-efficacy (Bandura, 1986; Grant & Greene, 2004; Marsh, 1993; ). Bandura (1997) defined self-efficacy as the strength of a person's beliefs in his or her ability to produce performances necessary for successful and anticipated outcomes. Further, he postulated that if someone has the requisite skills and motivation, then self -efficacy is one major determinant of an individual's actual performance. Additionally, self-efficacy is seen to affect an individual's choice of activity, effort expended and persistence at the task. In the business world, then, self -efficacy should be an important key to achieving professional growth and development and ultimately improving performance. Therefore, experiences and interventions aimed at increasing and strengthening a person's self-efficacy should be a critical value.
Executive coaching aims to transform individual performances in the workplace. Thus, effective and efficient coaching should affect self-efficacy. The sample in the present study were 127 CEO executives and middle managers at a branch of a leading Fortune 500 company. The main purpose of this study was to investigate the effect of executive coaching on self -efficacy.
Theoretical Background
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