Home Research Coaching Surveys Development of Coaches: VII. Are There Any Differences between Personal and Organizational Coaches?

Development of Coaches: VII. Are There Any Differences between Personal and Organizational Coaches?

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 Designers of the original survey proposed that the respondents would benefit in two ways. These two benefits made this truly a collaborative effort between those who designed the questionnaire and those who completing it. Following is a statement offered to those considering completion of the second survey:

You can sign up to receive the report findings from this study when they become available. . .  These reports will also be made available at no charge to the general coaching public through the Library of Professional Coaching. The reports will identify which modes of development have been found to be the most effective. . . . [Furthermore, results from this survey may] increase the credibility of the coaching profession. As Francine Campone, one of the creators and initiators of the original survey has indicated, a culture of research and evidence needs to be created in the field of professional coaching. The more we learn from one another about professional coaching practices, the more collectively knowledgeable we will become. The more knowledgeable we become, the greater the opportunity for building evidence-based coaching strategies and tools. The better the strategies and tools the more effective we will be as coaching professionals. The more effective we become as a profession, the greater the demand will be for our services.

Focus of the Present Study

This seventh report concerns potential differences in responses to the Development of Coaches survey based on the type of work being done by professional coaches. In two of our previous studies, we focused on typical distinguishing features among human beings (and coaches): the gender and age of respondents. In the sixth study, we examined ways in which coaches who have been certified by the International Coaching Federation (ICF) might differ in their perspectives on development from those who are not certified. In this seventh study, we focus on the setting and type of relationship that exists between the coach and client: is the work being done with an individual client focusing on personal and life issues or is the work being done in an organizational setting focusing on executive performance and related organizational issues.  Specifically, we divided our sample into two groups: (1) those who report that they are engaged primarily in coaching of issues related to personal and life challenges, and (2) those who report that they are engaged primarily in coaching of organization-based issues. We assigned respondents to one of these two categories based on their estimate of percentage of time spent doing personal and organizational coaching. Those who indicate that they are involved primarily in the training of coaches or conducting other types of organizationally-related human service activities were all assigned to the organization-based coaching group. Admittedly these categories are rough-hewed and are meant only to open the dialogue concerning specific differences among those who engage in a variety of coaching practices.

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