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Does it last?: A systematic review of the enduring effects on managers from executive coaching

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Does it last? A systematic review of the enduring effects on managers from executive coaching. / McInerney, Éamon; Giga, Sabir; Morris, Abigail.

In: International Coaching Psychology Review, Vol. 16, No. 2, 07.10.2021, p. 1-29.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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McInerney É, Giga S, Morris A. Does it last? A systematic review of the enduring effects on managers from executive coaching. International Coaching Psychology Review. 2021 Oct 7;16(2):1-29.

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McInerney, Éamon ; Giga, Sabir ; Morris, Abigail. / Does it last? A systematic review of the enduring effects on managers from executive coaching. In: International Coaching Psychology Review. 2021 ; Vol. 16, No. 2. pp. 1-29.

Bibtex

@article{a79efaa42f0c4784a6fe19cbfd7ec36e,
title = "Does it last?: A systematic review of the enduring effects on managers from executive coaching",
abstract = "This systematic review explores the enduring, individual effects on managers following executive coaching, which is a widely used, expensive intervention. To date, short-term effects appear largely positive, although the medium and long-term individual effects are largely under-investigated. The data for the review comprise primary studies published in peer-reviewed journals reporting individual outcomes on managers from executive coaching where datawere collected at least one month after the end of the coaching. Evidence of enduring outcomes from the 16 retained studies was integrated using narrative synthesis. Research insights from the studies were integrated using techniquesof meta-synthesis. The synthesis of evidence suggests that effects in the cognitive, behavioural and affective domains persist in the months following the coaching and that some effects may emerge only after the intervention has ended. The insights from the retained studies suggest that enduring outcomes involve two key sub-processes occurring within the overall coaching process: {\textquoteleft}psychological resourcing{\textquoteright} and {\textquoteleft}leader identity development{\textquoteright}. Overall, the systematic review highlights the paucity of research on how the effects of executive coaching unfold over time and the absence of a theoretical framework to guide research in this area. Specific knowledge gaps are identified and future research strategies are proposed.",
author = "{\'E}amon McInerney and Sabir Giga and Abigail Morris",
year = "2021",
month = oct,
day = "7",
language = "English",
volume = "16",
pages = "1--29",
journal = "International Coaching Psychology Review",
number = "2",

}

RIS

TY - JOUR

T1 - Does it last?

T2 - A systematic review of the enduring effects on managers from executive coaching

AU - McInerney, Éamon

AU - Giga, Sabir

AU - Morris, Abigail

PY - 2021/10/7

Y1 - 2021/10/7

N2 - This systematic review explores the enduring, individual effects on managers following executive coaching, which is a widely used, expensive intervention. To date, short-term effects appear largely positive, although the medium and long-term individual effects are largely under-investigated. The data for the review comprise primary studies published in peer-reviewed journals reporting individual outcomes on managers from executive coaching where datawere collected at least one month after the end of the coaching. Evidence of enduring outcomes from the 16 retained studies was integrated using narrative synthesis. Research insights from the studies were integrated using techniquesof meta-synthesis. The synthesis of evidence suggests that effects in the cognitive, behavioural and affective domains persist in the months following the coaching and that some effects may emerge only after the intervention has ended. The insights from the retained studies suggest that enduring outcomes involve two key sub-processes occurring within the overall coaching process: ‘psychological resourcing’ and ‘leader identity development’. Overall, the systematic review highlights the paucity of research on how the effects of executive coaching unfold over time and the absence of a theoretical framework to guide research in this area. Specific knowledge gaps are identified and future research strategies are proposed.

AB - This systematic review explores the enduring, individual effects on managers following executive coaching, which is a widely used, expensive intervention. To date, short-term effects appear largely positive, although the medium and long-term individual effects are largely under-investigated. The data for the review comprise primary studies published in peer-reviewed journals reporting individual outcomes on managers from executive coaching where datawere collected at least one month after the end of the coaching. Evidence of enduring outcomes from the 16 retained studies was integrated using narrative synthesis. Research insights from the studies were integrated using techniquesof meta-synthesis. The synthesis of evidence suggests that effects in the cognitive, behavioural and affective domains persist in the months following the coaching and that some effects may emerge only after the intervention has ended. The insights from the retained studies suggest that enduring outcomes involve two key sub-processes occurring within the overall coaching process: ‘psychological resourcing’ and ‘leader identity development’. Overall, the systematic review highlights the paucity of research on how the effects of executive coaching unfold over time and the absence of a theoretical framework to guide research in this area. Specific knowledge gaps are identified and future research strategies are proposed.

M3 - Journal article

VL - 16

SP - 1

EP - 29

JO - International Coaching Psychology Review

JF - International Coaching Psychology Review

IS - 2

ER -