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dc.contributor.authorKibe, James Kahugu
dc.contributor.authorMuathe, Stephen M. A.
dc.date.accessioned2019-10-04T07:12:48Z
dc.date.available2019-10-04T07:12:48Z
dc.date.issued2018
dc.identifier.citationInternational Journal for Innovation Education and Research Vol:-6 No-01, 2018en_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/19745
dc.descriptionResearch Articleen_US
dc.description.abstractExecutive coaching is now becoming paramount in any organization that values performance. However, there is scanty research on the relationship between executive coaching and organizational performance. The purpose of this study is to identify the contextual, theoretical, conceptual and methodological gaps that exist between executive coaching and organizational performance. The study has found out that relatively few theories link the two major variables in the study. Experiential learning theory talks about learning experiences and outcomes of executives but fails to give a clear link of how the various outcomes lead to organizational performance. More so, cognitive behavior theory is more inclined to behavioral changes and self-driven scrutiny on finding fault in oneself with aid of Socratic questioning, but does not clearly explain how the changes lead to organizational performance. The systems approach sheds light on how the various systems in the organization can be amalgamated to give an effective leader but fails to indicate how effective leadership translates to organizational performance. The goal theory on the other hand explains how the various environment and personal aspects lead to goal attainment in the organization. However, learning and behavior change have not been used categorically to explain the goal attainment process. The empirical studies conducted tend to relate executive coaching to other variables such as job satisfaction, individual commitment, self-efficacy and self awareness in the western context but fails to associate the coaching exercise to organizational performance. Finally, few studies have employed inferential statistics to show the association between executive coaching and organizational performance. The fundamental conclusion, therefore, is that the gaps mentioned and explained in this study need to be addressed in order to show if indeed there is an association. The study would help organizations in realizing that, the association between executive coaching and organizational performance has an impact on the firm.en_US
dc.language.isoenen_US
dc.publisherInternational Educative Research Foundation and Publisheren_US
dc.subjectEffective leadershipen_US
dc.subjectOrganizational performanceen_US
dc.subjectSocratic questioningen_US
dc.titleExecutive Coaching and Organisational Performance: Review and A Critique of Literature and A Research Agenda.en_US
dc.typeArticleen_US


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