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Developing Leaders by Executive CoachingPractice and Evidence$
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Andromachi Athanasopoulou and Sue Dopson

Print publication date: 2015

Print ISBN-13: 9780199681952

Published to Oxford Scholarship Online: March 2015

DOI: 10.1093/acprof:oso/9780199681952.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 19 October 2021

Conclusions and the Future of EC Research

Conclusions and the Future of EC Research

(p.151) 8 Conclusions and the Future of EC Research
Developing Leaders by Executive Coaching

Andromachi Athanasopoulou

Sue Dopson

Oxford University Press

Chapter 8 discusses possible future executive coaching and leadership development research agendas emerging from this book. It starts by referring to existing studies that propose new models or frameworks to make executive coaching more effective. At the heart of the coaching process are the organization, the coach, the coachee, and the relationship between these three stakeholders. In addition, several contextual factors play a critical role in determining the success of an intervention. These are: the context within which the intervention is embedded, the competing theoretical approaches to executive coaching, the competing tools and frameworks employed in each intervention, the executive coaching professionalization agenda, the current status and developments in the field’s outcome research, and the leadership development and executive coaching knowledge generators (e.g., the field of psychology, EC practitioners, consulting firms, and business schools). It concludes by examining lessons from other fields that the executive coaching field can draw from.

Keywords:   research agenda, effectiveness, context, theoretical approaches, tools and frameworks, professionalization, outcome research, leadership development, knowledge generators

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