Leadership Coaching, Leader Role-Efficacy, And Trust In Subordinates

Evaluate the Literature Review Conducted for This Research Article

Discuss about the Leadership Coaching Leader Role-Efficacy And Trust In Subordinates.

From analysis of the provided article “Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool” facilitated in evaluating the literature review on the subject of leadership coaching. The literature review explained in this article explained in details the existing theories on leadership coaching also defined the related variables by means of focus group discussion (Athanasopoulou and Dopson 2018). The literature explained in this article of leadership coaching has greatly explained the practitioner’s perspective and also explained the gaps that exist on analyzing the positive impacts of leadership coaching. The literature review explained within the article explained in details the concept of leadership coaching. It explained that this process includes coaching of the executives, managers and leaders of the companies. The literature addressed gap that was found in previous reasechers through elaborating on the fact that leadership coaching is one-on-one relationship which involves counselling regarding work-based concerns and has an intention of enhancing effectiveness of the leadership process (Bozer and Jones 2018). The literature presented in the provided article provided a detailed implication on use of leadership coaching through explaining the executive coaching might facilitate in dealing with several concerns. The article elaborated in details such issues that included resilience, mental health, stress, workplace well-being as well as depression.

Such elaborated literature review presented on leadership coaching within the article also facilitated in developing useful hypotheses that in turn facilitated in accomplishing the research on this subject. Analysis of the literature revealed that despite a broad range of theoretical coaching frameworks ranging from behavioral, cognitive to psychodynamic focused, coaching acts as a common set of principles (Brennan 2017). Such principles are centered on maintaining collaboration and responsibility, increasing awareness, accountability, commitment and action planning. From analysis of the article it has been gathered that there are certain research gaps in the literature review. The current literature presented within the article failed to explain the exceptional nature of leadership coaching is in a way that it attends to specific needs of the leaders along with their respective companies (Ceri-Booms, Cur?eu and Oerlemans 2017). The literature review explained within the article elucidated that coaching might increase general feeling of excellence in their role and this outcome is referred as leader role efficacy. The article also represented views on the previous reasechers that explained LRE as leaders’ confidence judgement in their capability to indicate behaviors which compromises the leadership function. The literature in this article offered aa critical analysis regarding LRE that indicates an outcome variable which deals with the leaders idiosyncratic coaching goals nature. Moreover, this is quite generic to be compared before as well as after coaching among the organizational leaders (Grant et al. 2017).

Critique the Sampling Strategy and Respondent Selection Used in this Study

From analysis of the article it has been gathered that the respondent selection for this research is small. Focused on the same, the research findings support claims that coaching indicates an efficient development of a relational perspective associated with development of leadership (Grover and Furnham 2016). The final sample that was selected in the article includes six leaders were top managers, 21 were the middle managers and the other three respondents were the people those were in the management positions that included the project manager. The article also indicated that the respondents that are selected in this research is equally divided among men and women. It is also gathered from the article that the sample size that is selected in the article indicated a typical and vital challenge that is addressed by the coaching studies that is offered within a company. The number of participants is deemed to be higher than 100 rather than studies within companies (Guillén, Mayo and Korotov 2015). From analysis of the article, it has also been collected that sample of 24 participating leaders that indicates a response rate of 73% and among them seven participants are within the control group that included six leaders. The article explained that the research included final sample of respondents included 80 respondents out of which 63 was associated with the coaching group of leaders.

The article indicated the sampling technique used in this research was simple random sampling. The sampling served as a technique within which the targeted respondents for this particular research are chosen from a bigger population. The article indicted that sampling facilitates the researcher to select the most important source of primary data for attaining important information that is aligned with the aim and objectives of the research (Hannah, Schaubroeck and Peng 2016). The simple random sampling has been employed in carrying out survey with the professionals. The sampling technique employed in this research indicated that it offers equal chance to the respondents of getting chosen within the survey. For this reason, considering the sampling technique employed within the article it has been gathered that quantitative data has been collected sample (Hastings and Kane 2018). The article presented a view that simple random sampling acts as a subset of statistical population within which all the subjects has an equal chance of getting selected. The article also presented views regarding sampling technique used in this research the largest benefit of simple random sampling.

Assess the Research Ethics in This Research Project, In Relation to the Respondents

Research ethics within this research project in relation to the respondents was analyzed in the selected article “Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool”. Given the role that the leadership is deemed to play in the recent malaise around financial crisis, climate control along wit the ethical debacles (Kiersch and Peters 2017). The article also presented a viewpoint on the fact that the ethical considerations are maintained by the reasechers in the various data collection process. The secondary data that was collected within this article from diverse as well as reliable and authentic resource for making sure the trustworthiness of the research results. The ethical considerations were considered within the article in carrying out survey within the article. The reasechers has also avoided in asking certain delicate and sensitive questions within the survey. This also facilitated the researcher in avoiding asking delicate questions within the process of questionnaire survey (Ladegard and Gjerde 2014). The researcher in this article also persuaded the participants those are taking part within the survey with their mutual permission. In addition, the respondent’s identity has not been disclosed for keeping and storing them in a confidential manner which no such business implication of the research statement has been considered from the side of the researcher.

The article also indicated that the ethical considerations within the research of leadership coaching within the organizational are important. From such analysis it has been gathered that ethics are the necessary standards and norms that has revealed the differences between the right and wrong research conducts (Le Comte and McClelland 2017). The article also presented a view that certain ethical guidelines are also followed within this article for carrying out epidemiological research. This also considered information or subject data might be implemented within the research along with attaining participants informed consent from judgments relied on its judgement. The article indicated that research on the leadership did not consider the participants getting judged totally by the degree of causing harm of any kind (Parker 2016). This has also been inflicted upon the research participants and just treatment of the subjects was maintained in addressing any kind of likely ethical issue that might take place in the survey. The article also considered disclosing necessary information and explanation regarding the significance of survey before respondents’ participation within research is presented in written manner.

Outcomes attained from the research article as well as efficiency of the reasechers in attaining the set study objectives is explained in a critical manner. Employing data from the leaders taking part in six months coaching program along with a control group in the article, certain results has been gathered that the LRE along with LTS enhanced within the coaching group and not within the control group (Passarelli 2015). The results gathered from this article was also focused on the hypotheses that there is an increased trust in subordinates that might be associated with their psychological empowerment along with the turnover intentions. The results that was gathered from carrying out research within this article indicted that there is a positive relationship among increased LTS and decreased turnover intentions that was revealed. It was also found from the article that the intensity of facilitative behavior from the coach impacted the changes positively within the role-efficacy as well as trust among the subordinates. The results in this article are also considered to be analyzed with caution for the reason the sample is small and the findings supported certain claims. Moreover, the results gathered from the article supported these claims that coaching served as an effective tool of leadership development (Windeler, Maruping and Venkatesh, 2017). In addition, the results related with the trust within the existing subordinates indicates contributions to development of relational viewpoint on development of leadership.

The results that was gathered in the research article indicated no considerable correlations along the changes within LTS long with the four dimensions related with empowerment. However, it was gathered that there was aa moderate as ell as significant correlation among variations in LTS along with certain variations within turnover intention. The results in the article indicated that such relationship was negative that indicated an increase in trust which is associated ith decrease in turnover intention (Ceri-Booms, Cur?eu and Oerlemans 2017). Consequently, the article also presented a viewpoint that an alternative explanation for variations within the LRE and LTS might be that confidence within mastering the role of leadership role develops naturally within the passage of time and is not a result of coaching. The results of the article revealed that the leaders those enhanced their LRE attained confidence in their capability for excelling in the tasks within their general leader role, self-reflectiveness as well as agential behavior. Moreover, the article presented views regarding the fact that increase in trust is associated with the decrease in the turnover intentions of leaders’ subordinates (Weer, DiRenzo, and Shipper 2016). This is further turned out to be motivating for the reason that the willingness to accept risks has been analyzed relied on a trait like general propensity on trust or to associate with the subordinates. In challenging such perspective of trait, the article findings indicate that LTS in certain contexts might also be open to development ad might be impacted by leadership coaching (Ceri-Booms, Cur?eu and Oerlemans 2017).

References 

Athanasopoulou, A. and Dopson, S., 2018. A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?. The Leadership Quarterly.

Bozer, G. and Jones, R.J., 2018. Understanding the factors that determine workplace coaching effectiveness: a systematic literature review. European Journal of Work and Organizational Psychology, 27(3), pp.342-361.

Brennan, S., 2017. Leadership development through a constructive development lens (Doctoral dissertation, Dublin City University).

Ceri-Booms, M., Cur?eu, P.L. and Oerlemans, L.A., 2017. Task and person-focused leadership behaviors and team performance: A meta-analysis. Human Resource Management Review, 27(1), pp.178-192.

Grant, A.M., Studholme, I., Verma, R., Kirkwood, L., Paton, B. and O’Connor, S., 2017. The impact of leadership coaching in an Australian healthcare setting. Journal of health organization and management, 31(2), pp.237-252.

Grover, S. and Furnham, A., 2016. Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PloS one, 11(7), p.e0159137.

Guillén, L., Mayo, M. and Korotov, K., 2015. Is leadership a part of me? A leader identity approach to understanding the motivation to lead. The Leadership Quarterly, 26(5), pp.802-820.

Hannah, S.T., Schaubroeck, J.M. and Peng, A.C., 2016. Transforming followers’ value internalization and role self-efficacy: Dual processes promoting performance and peer norm-enforcement. Journal of Applied Psychology, 101(2), p.252.

Hastings, L.J. and Kane, C., 2018. Distinguishing Mentoring, Coaching, and Advising for Leadership Development. New directions for student leadership, 2018(158), pp.9-22.

Kiersch, C. and Peters, J., 2017. Leadership from the Inside Out: Student Leadership Development within Authentic Leadership and Servant Leadership Frameworks. Journal of Leadership Education, 16(1).

Ladegard, G. and 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), pp.631-646.

Le Comte, L. and McClelland, B., 2017. An evaluation of a leadership development coaching and mentoring programme. Leadership in Health Services, 30(3), pp.309-329.

Parker, P., 2016. Coaching for Role Transitions/Career Change. The SAGE Handbook of Coaching, p.419.

Passarelli, A.M., 2015. Vision-based coaching: optimizing resources for leader development. Frontiers in psychology, 6, p.412.

Weer, C.H., DiRenzo, M.S. and Shipper, F.M., 2016. A holistic view of employee coaching: Longitudinal investigation of the impact of facilitative and pressure-based coaching on team effectiveness. The Journal of Applied Behavioral Science, 52(2), pp.187-214.

Windeler, J.B., Maruping, L. and Venkatesh, V., 2017. Technical Systems Development Risk Factors: The Role of Empowering Leadership in Lowering Developers’ Stress. Information Systems Research, 28(4), pp.775-796.