Dr 1.0


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Dr 1.0

  1. 1. Can the addition of Executive Coaching to the MBA increase the transformational experience of the graduate? Michael Cowen June 2010 1
  2. 2. Introduction •  Project and Programme Manager (PMP/Prince2) •  22+ years experience in many different industries and government •  Worked globally, NZ, UK, Australia, Hong Kong, Latin America, Middle East. •  IT focus, however, re-positioning to Strategy/Change during the past two years •  Passion for building high performing teams! •  MBA 2010, SBS 2
  3. 3. Converging Influences 3
  4. 4. 1. The MBA 4
  5. 5. Shortfalls of the MBA •  Evidence that supply is now outstripping demand and not as elite programme or as valuable as it used to be (Connolly, 1997) •  Some scholars have been severely critical of the MBA model, faculty, administrators, students, recruiters, media and business. Mintzburg (2005), Pfeffer (2005), Bennis & O’Toole (2005), and Ghoshal, (2005). •  My observations are that the MBA is modeled around intensive and rapid surface learning, but can a student be involved in deeper or achievement level learning outcomes? Real transformation? 5
  6. 6. Signs of improvement… •  Arguably the MBA has addressed many of the criticisms of the 90's such including leadership and entrepreneurship skills, increasing teamwork through group assignments and bringing in the global perspective. •  In a study where employers and graduates were asked about MBA direction the core courses were endorsed by both, however, leadership and managing skills such as ethics, facilitation, emotional stability and coaching were sort after by employers and not ranked by graduates as important. This tends to support the technical focus of many graduates looking for their next move in business or career (Louw, Bosch, and Venter, 2001), rather than a transformational focus. 6
  7. 7. Neelankavil (1994) posits that 'The ideal MBA [graduate] would be, in short a, a well-educated and well-rounded individual who could tackle the myriad of problems faced by managers in all business' (p. 38). Source: HB Leadership Program 7
  8. 8. Within the MBA Context where is the Research Focus? •  Standard MBA (SBS: Managing & Learning Manager courses.) arguably lacking progress here, and will be the focus of this research •  SBS strong on these first three learning outcomes…. Core subjects EBE SAE MS SIE 8 Source: HB Leadership Program
  9. 9. 2. Executive Coaching 9
  10. 10. Executive Coaching •  Helping relationship formed between a client who has managerial authority and responsibility in an organisation and a consultant who uses a wide variety of behavioural techniques and methods to help the client achieve a mutually identified set of goals to improve his or her professional performance and personal satisfaction and, consequently, to improve the effectiveness of the client’s organisation within a formally defined coaching agreement (Kilburg and Hopkins, 2000, p.17) •  Facilitating Positive Change through Improving Thinking (Rock. D, 2009) 10
  11. 11. Overlapping concepts Values/Ethics Through Coaching 11
  12. 12. My Executive Coaching Experience •  I received coaching during the MBA (apart of) from Jan 09-July 09. 1 Hour every two weeks, over the phone. The Coach used Results Coaching System with some NLP. •  I wrote my MBA Project on the Experience. •  Ultimately, helped me as a leader. Here are some adjectives that help describe my experience: Powerful, Transformational, Focused, Deep, Unsettling, Emotional Learning, a personal buzz! 12
  13. 13. Why Results Coaching System? •  Was successful for me. •  I have invested in understanding it (MBA Dissertation) •  I have invested in training in it. •  I am using it in workplace Executive Coaching •  It has some science to back up its claims (www.neuroleadership.org) 13
  14. 14. 3. Abu Dhabi Context 14
  15. 15. Policy Agenda 2030 The vision for Abu Dhabi consists of a secure society and a dynamic open economy based on the following pillars: •  Premium education, healthcare and infrastructure assets. •  A large empowered private sector. •  The creation of a sustainable knowledge based economy. •  An optimal transparent regulatory environment. •  Complete international and domestic security. •  A continuation of strong and diverse international relationships. •  Emirate resource optimization. •  The maintenance of Abu Dhabi's values, culture and heritage. •  A significant and ongoing contribution to the federation of the United Arab Emirates. Source: http://gsec.abudhabi.ae/Sites/GSEC/Content/EN/PDF/economic-development,property=pdf.pdf 15
  16. 16. 3. UAE attempts to build capacity through LEAD to Nationals… Abu Dhabi, United Arab Emirates, 15 April 2008 – “ALDAR Properties, Abu Dhabi‘s premier property developer, has invited world renowned scholars of management to share their expertise with participants of ALDAR’s Leadership Excellence Applied Diploma (LEAD) Program. Launched in partnership with Cambridge University. The initiative has won Source: Online News the sponsorship support from who shared the vision for UAE nationals to become leaders in their fields in the UAE” Was meant to move onto a Cambridge accredited MBA. Abu Dhabi, United Arab Emirates, Wednesday 26th May, 2010 “The new LEAD is of 12 months duration with core modules and electives, some experiential and all Source: http://www.aldar.com/press_release_article-343.en delivery, assessment and accreditation to be conducted in Abu Dhabi by Cambridge Faculty. The course is open to all Emiratis throughout Abu Dhabi.” The core areas: Global Context, Strategic Leadership, Innovation & Entrepreneurship, Understanding Leadership (Strategic & Personal), Teams Leadership. 16
  17. 17. 4. This Research: Aims/Methods? 17
  18. 18. Mixed Methods Research: wide range of choices noted. A. quantitative longitudinal research of SBS, MBA Alumni recording a base line for values, ethics, self awareness, soft-skills development from their respective MBA programs, B. action research via a sample of MBA Students who will form part of a action research group looking at 1:1 coaching, peer coaching and implementing their own personal transformational change., C. ethnographical and qualitative research to evaluate Executive Coaching Performance & Benefits for MBA Students from the SBS, their bosses, partners D. grounded theory research to develop the Executive Coaching Model appropriate for the MBA 18
  19. 19. Research Importance •  Addresses MBA criticisms •  Can bring about change in the students/leaders •  Can bring improvements to me as a coach •  Can create a new coaching model specifically for the for B School & HE. Research Interest •  Academia Administration •  Academia Faculty •  Coaching Profession •  Abu Dhabi Leaders 19
  20. 20. Next Steps •  Get feedback •  Begin Programme •  Find Advisor •  Revise/refine thinking i.e. focus •  Start Planning •  If taking a UAE National focus, perhaps look at sponsorship. 20
  21. 21. References 1.  Kilburg, R. R., and Hopkins, J., (2000), Executive coaching: Developing managerial wisdom in a world of chaos, Washington, DC, US: American Psychological Association. 2.  Rock, D., (2009), Coaching with the Brain in Mind, John Wiley & Sons, Inc., New Jersey 3.  Ghoshal, S., 2005. Bad Management Theories Are Destroying Good Management Practices. Management Learning, 4(1), 75-91. 4.  Mintzberg, H., 2005. Seven — Plus or Minus a Couple. Management Learning, 4(2), 244 -247. 5.  Neelankavil, J.P., 1994. Corporate America's Quest for an Ideal MBA. Journal of Management Development, 13(5), 38-52. Available at: http://www.emeraldinsight.com/ 10.1108/02621719410058374. 6.  Pfeffer, J., 2005. Why Do Bad Management Theories Persist ? A Comment on Ghoshal. Management Learning, 4(1), 96 -100. 21