The Effects of Group Coaching on Executive Health and Team Effectiveness:
A Quasi-Experimental Field Study
Paul T. Barrett
This study examined group coaching, a leadership development activity that has emerged out of the executive coaching movement. The literature has indicated that it is the fastest growing offering in the coaching profession (Morgan, Harkins, & Goldsmith, 2005). However, one of its suspected weaknesses is that it is shorter in duration and less intense than the one-to-one format of executive coaching. Coaching research literature is discussed followed by an identification of the relevant issues and variables that could be impacted by a group coaching intervention in a governmental host organization. Two hypotheses were tested to understand the potential effects of group coaching, examining both the inner world (executive health/burnout) and outer world (team effectiveness/labor productivity) effects of the group coaching intervention. Data were collected from 42 experimental group participants and 42 control group participants in a quasi-experimental, modified posttest only control group design. Results of the analyses indicate that the group coaching intervention positively affected experimental group participants, resulting in a reduction of burnout, but do not show any effect on labor productivity. Detailed implications and recommendations for future research are presented.
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