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Kenneth P. De Meuse
Associate Vice President of Research
Lominger International
Kenneth P. De Meuse is the Associate Vice President of Research at Lominger. Prior to coming to work at Lominger, Ken was on the faculties at the University of Wisconsin – Eau Claire, Iowa State University, and the University of Nebraska at Omaha.
Ken has published numerous articles on employee attitudes and organizational behavior in several leading professional journals. His most recent book entitled, 50 More Things You Need to Know: The Science Behind Best People Practices for Managers & HR Professionals, was published in 2007. He has appeared on ABC News, CNN, AP Radio, and National Public Radio and has been featured in national publications such as The Wall Street Journal, Business Week, Fortune, U.S. News & World Report, The New York Times, and USA Today for his expertise on the impact organizational change has on the workforce.
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Guangrong Dai
Researcher
Lominger International
Gaungrong Dai joined the research team at Lominger International, a Korn/Ferry Company in 2006. His research areas include multi-source feedback, leadership development, high potential identification, high potential engagement, executive onboarding, and global leadership effectiveness. He worked closely with the product development team, providing support for the development of talent management tools and solutions that are research based and experience tested. He earned a Ph.D. in Industrial/Organizational Psychology from Central Michigan University.
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The Effectiveness of Executive Coaching: What We Can Learn from the Research Literature
By
Kenneth P. De Meuse and Guangrong Dai
While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their findings, and explore implications for the delivery of executive coaching.
The results show that executive coaching leads to a moderate-to-large amount of change in executives’ skills and/or performance. Instead of asking the question of ROI, organizations should align coaching objectives to strategic and business needs to maximize the impact of executive coaching. Assessing and addressing an executive’s coachability is necessary for effective coaching.
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