Turbulence in an organization can be defined as the significant, rapid, and erratic changes in a company or organization and has progressively been associated with the daily activities of an organization in today’s modern world. In the article “Efficacy of Executive Coaching in Times of Organizational Change”, Grant (2014) focuses on examining how professional connection between a coach and a client in a position of leadership with the aim of strengthening the executive’s management, development, and performance (executive coaching), is able to aid managers and executives when an organization is going through changes. This piece of writing emphasizes how frequently organizations utilize executive coaching in aiding managers to develop the capability to cope with change and to assist them in achieving organizational targets. It also emphasizes executive coaching as a tool for improving the connection between the coach and the client who is in a supervisory role, managerial position, or leadership role. In this case, the coach utilizes behavioral and cognitive methods to assist the client meet specific goals to enhance the client’s managerial and authoritative positions ( Grant, 2014).
The article suggests that the existing information on executive coaching is more qualitative than quantitative and that it could be problematic in the case where a coach lacks psychological training and may cause more harm than good ( Jones, Woods, & Guillaume, 2016). Quantitative assessment is significant since it gives a more impartial and aggregate level of change and provides a comparison between studies with contrasting results and populations. The main aim also for this article was to find out the issues associated with the capacity to keep up with organizational changes and how they affect one’s life. It is also aimed at assessing the level to which executive coaching aids in developing one's belief in his capability to lead, their resilience, and their satisfaction in workplaces. By looking at these issues, the results will help improve the information base related to executive coaching ( Grant, 2014) .
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In this article, qualitative and quantitative assessments were done to get responses from respondents to compare the result of using executive coaching in an organization. Some of the quantitative measures in which the participants participated were goal achievement scaling, in which participants chose two personal goals in line with the objective of the coaching program. Others were, solution-focused thinking, change readiness, leadership self-efficacy, anxiety, depression and stress, resilience, workplace certification. These quantitative measures were compared to find out if participation the program would result in an increase in the ability to better deal with the measures, and these would give qualitative results ( Grant, 2014) .
After comparison with the qualitative measures, the results were that after the program, respondents were able to attain their goals better. There was also an improvement in solution-focused thinking. It was also recorded that there was an improvement in the ability to accept change and leadership self-efficacy. It was also observed that participation in the program led to a decline in depression. However, when it came to resilience, it was noted that participants were resisting coaching. As for the results for anxiety, stress, and satisfaction at work, it was seen that there was no significant change ( Grant, 2014) .
This article related to organizational culture and coaching by making participants carry out both quantitative and qualitative measures. After these were carried out, participants responded that through this process, one had gained self-confidence and was more aware of himself and the surrounding. In an organization, the culture to set clear goals is critical to achieving targets. One can set clear goals and can receive and gain information during interaction with other employees. Coaching process related to the culture of the organization by making leaders able to delegate duties without guilt. This way, one can identify anyone trying to undermine a person’s authority. An organization usually has a culture that requires one to have a balance between work and social life. The coaching process instilled and increased the ability to balance social and work life.
This article also gave a relationship of coaching by showing how coaching improves one's sense of purpose in life by enabling a person to look at life more purposefully, set clear goals for them to succeed in the future. It has also shown how someone can change their behavior to avoid stress and negativity and focus more on exercising, socializing with friends and family and have benefited in providing others with a stress-free environment both at work and at home. Coaching also helps leaders in an organization evaluate and reflect on their leadership styles. This helps one see where they need to improve and therefore leads to the overall development of a manager or a person in a leadership role ( Ladegard, & Gjerde, 2014).
During the coaching process, these are some of the reflective questions a coach could ask the client. A coach can ask the client to explain how they view success. The other question a coach can ask is to look at what they have done for the company and say what their best accomplishments for the company were. As a coach, one should ask the client what they want most then. The other question a client should be asked is what they have done to try to solve the problem they have and also another important to ask the client would be what they are doing to achieve not attain their goals.
The question of how success looks like helps the client to visualize what they want for themselves in the future. This helps the client to strategize and place the right objectives, which set him or her towards achieving his goal. Reflecting on the achievements a client has produced for the company in the past, sparks positive emotions, and the client will start doing the right activities to achieve even better goals in the future. Knowing what a client wants helps a coach know what to do and help the client achieve the set goal. It is also essential to ask the client the steps they have taken to solve they have at the said point in time. This question sets the client to realize that maybe they should try a different method if that did not work. Asking a client what they are not doing to attain their goal helps the client realize that the choices they are making are influencing their ability to achieve or not achieve a specific purpose.
This article shows how important it is for executive coaching is vital to the organization. It improves both the culture of the organization and the social life of an employee. Executive coaching enhances leadership skills and the management role of leaders in an organization. It is also essential because it balances work life and social life, which are necessary cultures for an organizations goal achievement. It allows leaders to gain self-confidence, identify people acting as obstacles in attaining once goals, and rectifying them. Executive coaching teaches the client how to better deal with stress, which is very crucial in an organizational setup. By decreasing stress, one can easily tolerate work-related stresses and improve their delivery at work ( Theeboom, Beersma, & van Vianen, 2014).
References
Grant, A. M. (2014). The efficacy of executive coaching in times of organisational change. Journal of Change Management , 14 (2), 258-280.
Jones, R. J., Woods, S. A., & Guillaume, Y. R., (2016). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology , 89 (2), 249-277.
Ladegard, G., & Gjerde, S., (2014). Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. The Leadership Quarterly , 25 (4), 631-646.
Theeboom, T., Beersma, B., & van Vianen, A. E. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology , 9 (1), 1-18.
