The document summarizes a case study on the effectiveness of the Deep Leadership® coaching process within a science-based company between 2011-2012. It begins by providing background on organizational coaching and leadership development programs. It then describes the Deep Leadership® model, which aims to trigger long-term learning and development at both the individual and organizational levels through feedback cycles. The study evaluates the coaching's effectiveness using a framework assessing immediate, mediated, reflection, and external effects. It finds improvements in participants' 360-degree leadership profiles and analyzes differences between executive, operative leaders and subordinates. Overall, the coaching process positively impacted individuals' leadership skills and the work community, though broader organizational changes limited assessing external effects.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
The Effect of Knowledge Sharing and Transfer of Training on The Performance o...QUESTJOURNAL
ABSTRACT: This study aims to determine the effect of knowledge sharing and transfer of training on employee performance Balai Wilayah Sungai Sulawesi IV Southeast Sulawesi Province. This study uses a quantitative approach, the study subjects were overall employee of Balai Wilayah Sungai Sulawesi IV who have been trained in the amount of 80 respondents. The data used is primary data that is through the deployment of questionnaires, which are then analyzed using statistical methods namely multiple linear regression analysis. Based on the results found that the knowledge sharing and transfer of training together have a positive significant effect on employee performance improvement. This means that any increase in by the employees either through knowledge sharing or transfer of training it will impact on employee performance improvement Balai Wilayah Sungai Sulawesi IV Southeast Sulawesi Province.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
The Effect of Knowledge Sharing and Transfer of Training on The Performance o...QUESTJOURNAL
ABSTRACT: This study aims to determine the effect of knowledge sharing and transfer of training on employee performance Balai Wilayah Sungai Sulawesi IV Southeast Sulawesi Province. This study uses a quantitative approach, the study subjects were overall employee of Balai Wilayah Sungai Sulawesi IV who have been trained in the amount of 80 respondents. The data used is primary data that is through the deployment of questionnaires, which are then analyzed using statistical methods namely multiple linear regression analysis. Based on the results found that the knowledge sharing and transfer of training together have a positive significant effect on employee performance improvement. This means that any increase in by the employees either through knowledge sharing or transfer of training it will impact on employee performance improvement Balai Wilayah Sungai Sulawesi IV Southeast Sulawesi Province.
Leadership And Competence of Some Private Bank Instructor In Jakartainventionjournals
The competition of some private Bank in Indonesia is very competitive today, they try to grab customer in many ways. Some of Private Bank try to create strategy in short and long term, they try to enhance their performce by develop cmpetencies of knowledge and expertise. Customer is very demanding today, they face so many competitor in many area of business. They compete in interest rate, service quality and customer relationship management. With this research will will investigate the effect of leadership and competence toward motivation of Private Bank Instructor in Jakarta, in the fact all opf the hypothesis is positively.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
Based on the national (Malaysia) perspective regarding HRD. My focus is in the Manufacturing firm where it has follow the HRD plans and policies from Government. Malaysia has one standards that been followed which International Quality Standard.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
The Efficacy of Executive Coaching in
Times of Organisational Change
ANTHONY M. GRANT
Coaching Psychology Unit, School of Psychology, University of Sydney, Sydney, Australia
ABSTRACT Executive coaching is often used in times of organisational change to help executives
develop the psychological and behavioural skills needed to focus on reaching their work-related
goals whilst simultaneously dealing with the turbulence associated with organisational change.
Despite its widespread use, little research has explored the impact of executive coaching during
periods of organisational change. This within-subject study used both quantitative and qualitative
measures to explore the impact of executive coaching during a period of organisational change
on 31 executives and managers from a global engineering consulting organisation. Participation
in the coaching was associated with increased goal attainment, enhanced solution-focused
thinking, a greater ability to deal with change, increased leadership self-efficacy and resilience,
and decrease in depression. The positive impact of coaching generalised to non-work areas such
as family life. Recommendations are made for the measurement and design of executive coaching
programmes.
KEY WORDS: Executive coaching, organisational change, leadership self-efficacy, solution-
focused thinking
Introduction
Organisational turbulence has increasingly become part of the everyday experi-
ence in organisations in the contemporary Western commercial world. Organis-
ational turbulence is defined as nontrivial, rapid, and discontinuous change in
an organisation, brought about by events such as restructurings, downsizings,
sales, and spin-offs of assets and acquisitions, the effects of which are often
experienced as disconcerting (Cameron et al., 1987).
Journal of Change Management, 2014
Vol. 14, No. 2, 258 – 280, http://dx.doi.org/10.1080/14697017.2013.805159
Correspondence Address: Anthony M. Grant, Coaching Psychology Unit, School of Psychology, University of
Sydney, Sydney, NSW 2006, Australia. Email: [email protected]
# 2013 The Author(s). Published by Taylor & Francis.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://
creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any
medium, provided the original work is properly cited. The moral rights of the named author(s) have been asserted.
Whereas in the last century organisational change tended to be part of desig-
nated mergers and acquisitions or pre-planned cultural development initiatives
(Gaughan, 2010), since 2000 the rate and unpredictability of organisational
change appear to have escalated, resulting in greater demands and stresses
being placed on managers and executives (Sablonnière et al., 2012). Such econ-
omic uncertainty and organisational turbulence have been particularly evident
since the 2007 Global Financial Crisis.
Not surprisi.
Leadership And Competence of Some Private Bank Instructor In Jakartainventionjournals
The competition of some private Bank in Indonesia is very competitive today, they try to grab customer in many ways. Some of Private Bank try to create strategy in short and long term, they try to enhance their performce by develop cmpetencies of knowledge and expertise. Customer is very demanding today, they face so many competitor in many area of business. They compete in interest rate, service quality and customer relationship management. With this research will will investigate the effect of leadership and competence toward motivation of Private Bank Instructor in Jakarta, in the fact all opf the hypothesis is positively.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
Based on the national (Malaysia) perspective regarding HRD. My focus is in the Manufacturing firm where it has follow the HRD plans and policies from Government. Malaysia has one standards that been followed which International Quality Standard.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
The Efficacy of Executive Coaching in
Times of Organisational Change
ANTHONY M. GRANT
Coaching Psychology Unit, School of Psychology, University of Sydney, Sydney, Australia
ABSTRACT Executive coaching is often used in times of organisational change to help executives
develop the psychological and behavioural skills needed to focus on reaching their work-related
goals whilst simultaneously dealing with the turbulence associated with organisational change.
Despite its widespread use, little research has explored the impact of executive coaching during
periods of organisational change. This within-subject study used both quantitative and qualitative
measures to explore the impact of executive coaching during a period of organisational change
on 31 executives and managers from a global engineering consulting organisation. Participation
in the coaching was associated with increased goal attainment, enhanced solution-focused
thinking, a greater ability to deal with change, increased leadership self-efficacy and resilience,
and decrease in depression. The positive impact of coaching generalised to non-work areas such
as family life. Recommendations are made for the measurement and design of executive coaching
programmes.
KEY WORDS: Executive coaching, organisational change, leadership self-efficacy, solution-
focused thinking
Introduction
Organisational turbulence has increasingly become part of the everyday experi-
ence in organisations in the contemporary Western commercial world. Organis-
ational turbulence is defined as nontrivial, rapid, and discontinuous change in
an organisation, brought about by events such as restructurings, downsizings,
sales, and spin-offs of assets and acquisitions, the effects of which are often
experienced as disconcerting (Cameron et al., 1987).
Journal of Change Management, 2014
Vol. 14, No. 2, 258 – 280, http://dx.doi.org/10.1080/14697017.2013.805159
Correspondence Address: Anthony M. Grant, Coaching Psychology Unit, School of Psychology, University of
Sydney, Sydney, NSW 2006, Australia. Email: [email protected]
# 2013 The Author(s). Published by Taylor & Francis.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://
creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any
medium, provided the original work is properly cited. The moral rights of the named author(s) have been asserted.
Whereas in the last century organisational change tended to be part of desig-
nated mergers and acquisitions or pre-planned cultural development initiatives
(Gaughan, 2010), since 2000 the rate and unpredictability of organisational
change appear to have escalated, resulting in greater demands and stresses
being placed on managers and executives (Sablonnière et al., 2012). Such econ-
omic uncertainty and organisational turbulence have been particularly evident
since the 2007 Global Financial Crisis.
Not surprisi.
Learning transfer in leadership programs.docxSara239500
Understand the importance of leadership development initiatives in corporate environments. It is not enough to evaluate our programs using formative and summative evaluations or implementing the Kirkpatrick evaluation model to gain insights into how participants implement the knowledge or skills after training. We must understand how to design a program that has elements that will promote transfer before, during, and after the program. This paper will examine the impact of learning transfer and the models used to understand better how to achieve this. Afterward, a deep dive will be done into the relationship between learning transfer and leadership development and what elements can be incorporated before, during, and after the programs that can impact transfer.
The aim of this study is to develop a comprehensive model by measuring the influences of
compensation, leadership and motivation on employee performance. This research applies descriptive research
design using survey methods. Slovin formula is used to determine sample size. Sampling uses a disproportionate
randomized model as a sampling technique
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
I need someone to complete this for me by tonight at 8pm EST. Please.docxevontdcichon
I need someone to complete this for me by tonight at 8pm EST. Please do not respond if you cannot finish by the deadline.
2 replies of 250–300 words each. Must:
- Include an analysis, synthesis, and evaluation of the topic.
- Include the textbook for the course.
- Include at least 1 additional scholarly resource.
- Include Bible references.
- Include an assessment/analysis of your Christian worldview as it relates to the topic.
- Include both in-text citations and references in APA format.
- Utilize correct English, grammar, spelling, and punctuation.
- Include clear topic sentences for each paragraph, supporting sentences, and a conclusion sentence/paragraph.
Textbook:
Werner, J., & DeSimone, R. (2012). Human resource development (6th ed.). Mason, OH: Thomson-Southwestern. ISBN: 9780538480994.
Alison M. Digges
Kirkpatrick’s Evaluation Framework
According to Werner and DeSimone (2012), “If the HRD department cannot demonstrate effectiveness, it may not be taken seriously within an organization” (p. 203). HRD evaluations are therefore necessary to ensure organizational effectiveness is maintained. Asadullah, Peretti, Ghulam Ali, and Bourgain (2015) found that, “the firms which are larger and provide training of longer duration to their employees, use more sophisticated training evaluation practices” (p. 445) and thus are able to increase the effectiveness of their training more actively. One of the most influential evaluation models is Kirkpatrick’s evaluation framework. This evaluation framework incorporates four distinct levels of criteria used to evaluate HRD programs, including: 1) reaction, 2) learning, 3) behavior, and 4) results (p. 206).
Reaction
The first level of Kirkpatrick’s evaluation framework is reaction. This level analyzes the general reaction of the trainees towards the training program. Negative reactions allow organizations to reevaluate how training is conducted. Positive reactions on the other hand allow organizations to promote their training programs to other possible trainees within the organization. Reactions help organizations ensure overall effectiveness in terms of trainee satisfaction and perceived learning. These positive reactions are an area of data specifically that I have experienced on my own that has increased effectiveness in a training program that I designed. After being promoted into a new role within my organization I reformatted the orientation class. It was so successful that employees who were hired previous to the reformatting began asking if they could re-take the class!
Learning
The second level of Kirkpatrick’s evaluation framework is learning. This level analyzes the transfer of learning experienced by the trainees involved in the training program. More specifically, it evaluates how learning objectives were met or unmet during the training based on the learning experience by the trainees. This level incorporates the use of tests or quizzes to evaluate trainee knowledge prior.
Impact of Training and Development, training design and on the job training ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Job Satisfaction and Training of Employeesdeshwal852
Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
enhance their skills and ultimately improves their performance and productivity which leads to job satisfaction. The purpose of the present study was to compare the job satisfaction of employees before and after the training programmes. A sample of fifty employees working in private organizations in
Delhi was selected randomly for the study. The data was interpreted with the help of mean, standard deviation and ‘t’ test. The result of the study showed that there was significant difference between job satisfaction before and after training programmes. Employees have high degree of job satisfaction after training.
Discussion 2 Key Life Area Goals, Objectives, and Action PlansNowVinaOconner450
Discussion 2: Key Life Area Goals, Objectives, and Action Plans
Now that you have submitted your completed Capstone Project, it is time to look back on your work and reflect through the creation of a brief slideshow presentation. This will also provide other class members with the opportunity to share their own work and garner new information from yours.
Assignment:
Respond to two of your colleagues’ PowerPoints that contain a perspective other than yours. Your response will typically be 2–3 paragraphs in length, as a general expectation.
· View Two (2) of Colleagues’ powerpoint presentation “See attachment”
· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
· Offer an example from your experience or observation that validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the way you consider your own leadership qualities.
· See Colleagues Powerpoint
· No plagiarism
1st Colleague – Jimena Patane
RE: Discussion 1: Research Paper Track - Week 7
Top of Form
Conclusion
The research shows that forgiveness is a skill that leads to resolving conflicts between people in organizations by preserving and strengthening the relationships. Strong relations lead to positive change, better levels of well-being, higher employee engagement, and profitability. Organizations should address the act of forgiveness as a way to promote collaboration and build trust with employees.
Forgiveness is a crucial component of effective conflict management and provides employees with psychological safety. Designing environments that not only reduce stress and anxiety but also foster relationships results in higher levels of engagement and productivity.
Ayoko (2008) describes the potential reactions and emotions people face during a conflict:
· Aggressive Emotions: Distrustful, resentful, angry
· Positive Receptive Emotions: Confident, curious, optimistic
· Avoidant Emotions: fearful, vulnerable, uncertain
The know-how to manage the process and feelings during conflict would help influence how relationships evolve in an organization.
Recommendation
The secret is in institutionalizing mechanisms to manage conflict effectively. Not to be confused with micromanaging employee relationships. It means to pay attention to our behaviors and talk about them. It means to train leaders and employees on how conflict is managed and why it is important to forgive, and the impact on the relationships and the workplace culture.
The recommendatio ...
1
2
Title of Paper
Your Name
Rasmussen College
COURSE#: Course Title
Professor’s Name
Assignment Due Date
Title of Paper
NO LONGER THAN 2-3 PAGES, INCLUDE CITATIONS AND REFERENCE PAGE
Introduction (add paragraph with literature support)
Caring (add paragraph with literature support)
Professional Identity (add paragraph with literature support)
Professional Organization (add paragraph with literature support)
Conclusion
References
Author’s Last Name, First initial. Middle initial. (Year). Title of article. Journal Title, Volume Number(Issue number), Page numbers.
Prepare a Learning Activity
Akita Roberson
ID-5000 v4: Fundamentals of Instructional Design
Northcentral University
May 16, 2021
Learning Objectives
The learning objectives are to promote better communication and listening skills and develop
approaches in implementing or enforcing positive attitudes in the workplace. The outcome is
enforcement of better leadership skills improving overall organizational performance. The objective is
to increase employee and supervisor cohesion which was the leading cause of dysfunction resulting in
client complaints. Nevertheless, the learning activity will entail discussion and practice sessions whereby
communication skills will be the focus. It is noteworthy that communication skills are most effective
when other facets such as listening skills, teamwork, non-verbal communication skills, and empathy are
addressed. Therefore, the discussion will involve the appreciation of communication skills in the
workplace and the other factors that influence them.
As previously mentioned, communication skills entail other aspects that determine their
effectiveness. The first facet to be addressed will be listening skills; each student will be informed on the
importance of listening skills in enforcing communication skills. For effective communication, it is
essential that various listening skills such as informational listening where verbal and non-verbal
messages are passed for learning or awareness purposes (Černevičiūtė & Strazdas, 2018). Numerous
other types of listening skills can have potential. The second aspect that will be addressed in improving
the learner’s communication skills is teamwork. According to Sonoda et al. (2017), teamwork is a
necessary aspect of organizational functionality. However, it is greatly affected by ineffective
communication skills resulting in poor performance. Therefore, for any team to be successful, effective
communication is necessary; the value of the notion is expressed in the needs of the newly promoted
supervisors and working staff (Sonoda et al., 2017). The lack of effective communication resulted in poor
quality service increasing client complaints.
Need to be more explicit with the learning objective (remember the ABCD framework for writing objectives) and the learning activity. How will we know/measure when learners have "better communication and l ...
12Title of PaperYour NameRasmussen CollegeCOUREttaBenton28
1
2
Title of Paper
Your Name
Rasmussen College
COURSE#: Course Title
Professor’s Name
Assignment Due Date
Title of Paper
NO LONGER THAN 2-3 PAGES, INCLUDE CITATIONS AND REFERENCE PAGE
Introduction (add paragraph with literature support)
Caring (add paragraph with literature support)
Professional Identity (add paragraph with literature support)
Professional Organization (add paragraph with literature support)
Conclusion
References
Author’s Last Name, First initial. Middle initial. (Year). Title of article. Journal Title, Volume Number(Issue number), Page numbers.
Prepare a Learning Activity
Akita Roberson
ID-5000 v4: Fundamentals of Instructional Design
Northcentral University
May 16, 2021
Learning Objectives
The learning objectives are to promote better communication and listening skills and develop
approaches in implementing or enforcing positive attitudes in the workplace. The outcome is
enforcement of better leadership skills improving overall organizational performance. The objective is
to increase employee and supervisor cohesion which was the leading cause of dysfunction resulting in
client complaints. Nevertheless, the learning activity will entail discussion and practice sessions whereby
communication skills will be the focus. It is noteworthy that communication skills are most effective
when other facets such as listening skills, teamwork, non-verbal communication skills, and empathy are
addressed. Therefore, the discussion will involve the appreciation of communication skills in the
workplace and the other factors that influence them.
As previously mentioned, communication skills entail other aspects that determine their
effectiveness. The first facet to be addressed will be listening skills; each student will be informed on the
importance of listening skills in enforcing communication skills. For effective communication, it is
essential that various listening skills such as informational listening where verbal and non-verbal
messages are passed for learning or awareness purposes (Černevičiūtė & Strazdas, 2018). Numerous
other types of listening skills can have potential. The second aspect that will be addressed in improving
the learner’s communication skills is teamwork. According to Sonoda et al. (2017), teamwork is a
necessary aspect of organizational functionality. However, it is greatly affected by ineffective
communication skills resulting in poor performance. Therefore, for any team to be successful, effective
communication is necessary; the value of the notion is expressed in the needs of the newly promoted
supervisors and working staff (Sonoda et al., 2017). The lack of effective communication resulted in poor
quality service increasing client complaints.
Need to be more explicit with the learning objective (remember the ABCD framework for writing objectives) and the learning activity. How will we know/measure when learners have "better communication and l ...
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The integration between innovation and business is a key factor in competitiveness between organizations. That is, innovation applied to a business makes no sense if not considered as an integral tool for the processes of the organization. Companies should therefore adopt a policy where innovation plays a strategic role in the design of business models to become lean, effective and competitive entities (Moraleda, 2004). The objective of this paper is to show the importance of innovation within companies, identifying the concept, the various models that different entities might adopt in order to develop better processes of innovation, as well as indicators that represent innovation at global and national levels in order to develop strategies that lead to an increase in competitiveness. For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Child labor is one of the issues receiving much attention from researchers and scholars around the world. Child labor still occurs in most countries around the world. Viet Nam is also one of the countries with relatively high child labor and increasing trend. This article is based on critical discourse analysis and data from the General Statistics Office of Vietnam to analyze some fundamental issues of child labor in Vietnam, thereby giving policy suggestions to the Vietnam government in minimizing the current child labor situation.
The rapid trend of changes and social issues in managing the global workforce has forced organizations to look for innovative ways of enhancing the job satisfaction of employees. Among these innovative approaches is the provision of Flexible Working Arrangements (FWAs). The purpose of this exploratory research was to identify the effects of FWAs, i.e., flextime schedule, compressed workweek, and telecommuting on job satisfaction from the perspective of the Ethiopian national employees of the United Nations Economic Commission for Africa (ECA) in Addis Ababa. To achieve this objective both descriptive and inferential statistics were conducted. The total population of the study was 250; out of which, 71% of responses were collected. A primary data collection method was implemented using a structured questionnaire. The analysis showed that there is significant positive effect of flextime schedule (R = .39, R2 = .264, p = .001) and compressed workweek (R = .39, R2 = .159, p = .039). This means that increase in the use of flextime schedules and compressed workweek enhances job satisfaction for employees of the ECA in Addis Ababa. The independent variables reported R = .39 and R2 = .15 which means that 15% of corresponding variations in employee job satisfaction can be explained by flexible working arrangements. Nevertheless, this study found out that there are no significant relationship of telecommuting (R = .39, R2 = .065, p = .398) on job satisfaction. Therefore, since the provision of FWAs is at the nascent stage, further studies on the effect of telecommuting on job satisfaction from Ethiopian employees context are highly recommended.
This study evaluates the impacts of urban road investment and operation in China, especially the spillover effect attributable to the investment of urban road projects. Using the synthetic control method and difference-in-differences technique and taking the opening of Jiaozhou Bay Bridge and its Subsea Tunnel in China on 30 June 2011 as a natural experiment, this paper investigates the causal effect between urban road investment and its economic impacts. Results show that the project has a positive externality in terms of its contribution to the output and employment: taken the industrial relative output as outcome variable, no matter whether the covariates are controlled or not, the parameters of the interactive terms are positive; taken the industrial relative employment rate as outcome variable, the gap between the treated unit and its counterpart indicates a direct program effect for the treated city as well as a spillover effect across the cities within the sample province. Furthermore, the permutation test ascertains that the probability of achieving a spillover effect as large as the treated city is around 5.88 per cent. Overall, the investment and operation of urban road transportation infrastructure has a noticeable spillover effect. Our results are robust across a series of placebo tests.
Poor public management defined by corruption and lack of prudence in public life continues to hold Nigeria hostage and makes good governance difficult. Since the 1980s government has been using many methods including the processes of privatization and commercialization as means of re-engineering the public sector for total quality management, and to increase the share of the public sector’s contribution to the gross domestic product. The experiment never achieved the desired level of success partly due to lack of political will on the part of government to wedge a total war against corruption, and also partly because the public sector is a large scale administration that has many entry and revolving doors which government finds difficult to close. These limitations provide the incentives for widespread public corruption that is recognized as one of the greatest challenges of government in carrying out its mandate. 110 respondents participated in this study conducted through the exploratory research design. The participants provided useful data that were triangulated with data from secondary sources for the purpose of the study. To achieve the objective of the investigation, data were analyzed through statistical techniques and the result showed significant positive correlation between good governance and good management. It was recommended that appointments in the public sector should feature a combination of people from private and public sectors of the economy to enhance competence with the aim of reducing public sector corruption. Further study should examine the reasons behind rising budget deficits as a way of reducing cost of governance in Nigeria.
In this article, we analyze in the Malian context the link between the structure of the shareholding and the sustainability of companies based on data from the census of industrial enterprises of the Ministry of Trade and Industry, 2015. The results show that Mali’s economic opening option in the 1980s, strengthened in the 1990s following the implementation of the Structural Adjustment Programs, resulting in the state’s withdrawal from the management of enterprises, have enabled the emergence of private enterprises in almost all sectors of economic activity. However, shareholding in industrial enterprises has suffered from poor governance. It also shows that the number of women entrepreneurs is close to that of men. Between 2010 and 2014, the majority of shareholders are in the agri-food sector. The majority of the investment is in the metal and metallurgical sector.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
The study examined the relationship between non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service exploring five key variables of continuing professional development, performance feedback, employee employment, employee participation in decision-making and task autonomy. Survey research design was adopted involving the use of questionnaire to gather data from 392 respondents drawn from a population of 20465 civil servants in state using Taro Yamene Sample Size Determination Table. The sample was drawn across all ministries and departments through stratified and convenience sampling techniques. Data collected were analysed using descriptive and inferential statistics. Hypotheses were tested at 0.05 level of significance. The five dimensions of non-financial incentives were positively correlated with workers’ motivation from the results of the analysis. Continuing Professional Development (CPD) had the highest correlation value (r = 0.33, P<0.01). Also, the five null hypotheses were rejected implying that the variables of study influence workers’ motivation in Akwa Ibom State Civil Service, Nigeria with beta coefficients and t-values of CPD (0.29;4.313); PF (0.117; 3.500); EE (0.2.141); PDM (0.182; 2.935), and TA (0.231;2.817). It was concluded that since workers’ motivation is a vital tool to organizational effectiveness and growth, employers should explore more of non-financial incentives in formulating and implementing employee benefits related policies.
This literature review is organized in five sections. Firstly, we begin with general ideas and continue with the origin of the fraudulent. Secondly, we discuss the struggle of the phenomena, insisting on the available mechanisms. Finally, we’ll discuss the link between audit and fraud.
Accounting function aims at providing accurate and sufficient accounting information to facilitate proper financial reporting and management performance. Accounting information is usually in the form of periodic or annual financial statements which are products of costing, financial and management accounting prepared for the benefit of a number of external interest groups. Accounting has its roots in the stewardship approach and as a management performance tool to guide the agent and the principal over the exact status of the going concern. Accounting function also involves financial statement analysis, interpreting the accounts by computing and evaluating ratios which relate pairs of financial information or items with one another. This analysis of ratios can be cross-sectional comparing the results of one company with another or trend. In doing so close attention is usually paid to profitability ratio to help keep pace with effective management performance. The exploratory research design was adopted for the study and result showed positive correlation between accounting function and management performance. The study was not exhaustive, therefore, further study should examine the relationship between audit failure and business failure as a matter of finding a solution to the problem. It was recommended that management should always carefully study audit reports to enhance decision making and management performance.
This study examines the effect of the trademark on consumer behavior of consumers of air conditioners in Sudan, in order to know the dimensions of the trademark that affect consumer behavior in Sudan, and provide information to companies on the dimensions of the trademark that affect the purchasing decision of the customer and contribute to customer satisfaction. The study adopted descriptive analytical method using a sample of 230 individuals who consume air conditioners in Sudan. The results showed that there is a positive significant relationship between the trademark of air conditioning and consumer behavior as well as a positive significant relationship between the trademark name of air conditioning and consumer behavior and finally there is a positive significant relationship between the trademark logo and consumer behavior.
In recent years, retired workers eligible for social security receive their emoluments from the appropriate regulatory agency and this provides more realistic evidence on the better living standard of the aged (retirees) under the scheme. Empirically, this paper examines the impact of social security on economic growth in Ghana using time series secondary (monthly) data ranging from 2000 – 2018. The author answers in two questions: 1) how significant are pensioners benefit payments dependent on economic growth and also, 2) how business environmental policy is contributing to economic performance as far as pensioners well-being are concerned. Using STATA analytical software, the findings show a positive significant relationship between social security and economic growth. The study concludes by outlining appropriate policy measures to help strengthen the current social security scheme in Ghana.
This research begins by showing the different meanings attributed to the term cluster by different currents and authors, which suggests definitions that are found around its spatial framework. Next, the factors that intervene in the competitiveness of a region and its growth are shown, for the development of these, Porter’s model of competitiveness which was taken as reference, and the contexts: geographical and economic. Therefore, the methodology was used based on a qualitative design, with descriptive and correlational scope since it will analyze differences of each cluster, with respect to the factors of dimensions, establishments, growth, economic impact and policies. To do this, the information-gathering tool was two semi-structured interviews with cluster leaders in both countries, because the approach is based on data collection methods that are not completely standardized or predetermined. And finally, the results of the comparison of the Mexican Bajío automotive cluster with the German cluster located in Baden-Württemberg are presented.
This research aims at identifying the impact of excellence in drawing up the following four marketing mix strategies (Product, Pricing, Promotion and Distribution) of the small and medium enterprises in Jordan, in terms of their marketing performance in its dimensions (Sales Growth, Profit Growth, Customer Attraction and Customer Retention).In order to reach the results of this study, A total of (187) valid questionnaire surveys were collected from companies belong to the SME Association in Jordan. The Statistical Package for the Social Sciences (SPSS) approach was used to analyze the collected data. The empirical results indicated there is a significant relationship between the building of marketing strategies of the marketing mix elements in the Jordanian SME and their marketing performance, by (sales growth, profit growth, customer attraction, and customer retention) dimensions. Consequently, decision makers in small and medium organizations need to choose strategies based on their target market to the positive impact on the mind of the consumer, which in turn could improve modern scientific methods in SME to divide their markets into sub-market sectors.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
Compared with general commercial reverse logistics operators, the recovery and treatment of expired drugs and medical waste is a complex and highly technically difficult project. The qualifications required by the relevant service providers are also more stringent. For medical institutions, the selection of reverse logistics operators is always a critical issue. On the perspective of sustainability, this paper aims to investigate and explore the critical factors of selecting a medical reverse logistics service provider. Through the process of the Delphi method, the experts’ assessments were collected, and 24 factors affecting the selection of medical reverse logistics service provider were screened and summarized. Then, Decision-Making Trial and Evaluation Laboratory (DEMATEL) was employed to calculate the total influence values and net influence values between factors that could be used to draw the visual causal map. Referring the causal map, “Green process operation level” and “Recycling process greening degree” are significantly higher than other factors in terms of total influence value and net influence value. Therefore, they can be regarded as crucial factors. This finding implies that medical reverse logistics providers must have the ability to improve the greening of facilities, as well as equipment, integrating existing processes to make it greener and environmentally friendly.
The major objective of any firm is to maximize the shareholders wealth. This is evidence through dividend yield and payout ratio and this encapsulate into the dividend policy of a company. The research purpose aimed at examining the influence that dividend policy has on the volatility of share prices among the listed insurance corporations in Kenya. Research design, approach and method: Data was collected from listed insurance corporations over a 10-year period with a total of 49 data points. The Pearson correlation and ordinary regression analysis were employed. The results reveal the existence of a positive link among the study variables. The correlations were found to be substantial at ninety-five percent confidence level. It is worth noting that the model summary shows forty-three-point one percent of changes in the volatility of stock price are explicated by dividend yield and payout ratio. ANOVA statistics which examines whether the analytical model as set out in the study explains variations in the dependent variable concluded that the model is analytically substantial. The outcome revealed a statistically significant positive link between stock price variations and the ratio of dividend payout. Research also established a statistically substantial negative interrelation between volatility of stock prices and dividend return. Results therefore recommend that companies should have dividend policies which are mapped to shareholders wealth maximization objective. The study suggests further studies be undertaken to determine whether there exists an analytically substantial difference between the dividend policies of various sectors in the economy.
This study is about the impact of selected macroeconomic variables on economic growth of Bangladesh. Economic growth of Bangladesh is measured in terms of annual nominal GDP growth rate. Least squared regression model has been employed considering exchange rate, export, import and inflation rate as independent variables and gross domestic product as the dependent variable in this study. The results reveal that export and import have significant positive impact on GDP growth rate. The other variables (exchange rate and inflation) are not significant, indicating that there exists no significant relationship among the variables. The findings will help the policy makers to make policies concerning the country’s economic growth to remain robust in the near future.
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Case Analysis - The Sky is the Limit | Principles of Management
Deep Leadership® Coaching Effectiveness: A Case Study of a Science-Based Company
1. Business, Management and Economics
Research
ISSN(e): 2412-1770, ISSN(p): 2413-855X
Vol. 2, No. 3, pp: 56-65, 2016
URL: http://arpgweb.com/?ic=journal&journal=8&info=aims
*Corresponding Author
56
Academic Research Publishing Group
Deep Leadership® Coaching Effectiveness: A Case Study of a
Science-Based Company
Pia-Maria Niemi Department of Teacher Education, University of Helsinki, Finland
Tommi Kinnunen* Adjunct Professor, National Defence University, Finland
1. Introduction
The development of leadership through coaching or training programs has become a general practice in many
organizations (Stout Rostron, 2011). Organizational coaching can be described as a learning process that aims to
facilitate the participants’ leadership skills by providing people with new ways to view their work, as well as their
actions within the work community (Kinnunen, 2011; Stout Rostron, 2011). However, as Ely et al. (2010) and
Ladegard. and Gjerde (2014) have pointed out, very few studies have focused on the systematic evaluation of
interventions that are targeted toward leadership development. In this paper, we will study the effects of the Deep
Leadership® coaching process, organized by Deep Lead Inc. (DL, 2014) by analyzing the changes that have taken
place in the participants’ 360-leadership profiles and coaching feedback during the coaching process. The Deep
Leadership® coaching process aims to promote the participants’ leadership skills by supporting both executives’ and
subordinates’ critical self-reflection and self-development (Kazmi and Kinnunen, 2012). By promoting the
individuals’ personal abilities and their willingness to develop these abilities, the training program aims to trigger
learning processes that expand from the individual level to the level of active development of working groups within
the organization. It is hoped that these processes, which start from the grassroot level, will eventually reach and
impact the entire work community and thus become a permanent part of the organization’s practices (Valli and
Kinnunen, 2012).
Previous studies that have focused on the Deep Leadership® coaching process have analyzed the effectiveness
of the coaching method by focusing on the development of the participants’ leadership profiles during and after the
coaching process (Kazmi and Kinnunen, 2012; Kinnunen, 2011; Valli and Kinnunen, 2012). According to these
studies, the Deep Leadership® coaching process has shown its effectiveness by advancing the leadership skills of the
participants in both profit (Kazmi and Kinnunen, 2012; Valli and Kinnunen, 2012) and nonprofit organizations
(Kinnunen, 2011). However, more studies on the effectiveness of the program are needed to enable an understanding
of how the process functions in different kinds of work communities. In this paper, we further study the effectiveness
of the Deep Leadership® coaching process (DL, 2014) by analyzing the changes that have taken place within an
expertise organization during and after the active coaching participation in 2011–2012. The analyses are based on
statistical data that were gathered from the individual participants, as well as from the work community’s climate
surveys before, during, and after the coaching process. In addition, follow-up interviews, which were carried out in
Abstract: Organizational coaching can be described as a learning process that aims to facilitate the
participants’ leadership skills by providing them with new ways to view their work, as well as their actions
within the work community. Previous studies focusing on the Deep Leadership® coaching process have found
that the coaching program has immediate effects on the participating work communities. However, more studies
on the effectiveness of the method are needed in order to enable an understanding of how the coaching method
operates in different kinds of work communities. In this paper, we study the effectiveness of the Deep
Leadership® coaching process (DL, 2014) by analyzing the changes that have taken place within a science-
based company during and after active between 2011 and 2012. In this study, we combine the statistical findings
of 360-leadership profiles, coaching feedback data, and the organization’s climate survey data to evaluate the
effectiveness of the Deep Leadership® coaching process. We will start by presenting the core aims and structure
of the Deep Leadership® coaching process and the methods used to study the effectiveness of the program.
Thereafter we will proceed to the analysis of this case study and discuss the findings in relation to previous
studies.
Keywords: Coaching effectiveness; Deep leadership®; 360-leadership profile.
2. Business, Management and Economics Research, 2016, 2(3): 56-65
57
2014, were used to determine whether any permanent changes had taken place within the organization. We will start
by presenting the core aims and structure of the Deep Leadership® coaching process and the methods used to study
the effectiveness of the program. Thereafter, we will proceed to the analysis of this case study and discuss the
findings in relation to previous studies.
2. The Deep Leadership® Coaching Model
The Deep Leadership® coaching (DL, 2014) model was originally developed by the Finnish Defence Force,
where the aims of deep learning were combined with the aims of transformative leadership theories (for more
information, see (Kinnunen, 2003). The aim of the model was to train people to become leaders who are self-
oriented, who trust and respect their subordinates, who have good communication skills, who are able to critically
evaluate their own work and leadership skills, and who act as examples to their subordinates (Kinnunen et al.,
2012). After showing positive results in the leadership programs and field tests carried out at the Defence Forces, the
model was further developed to be used as a leadership-training program in civilian organizations. While the clients
have mainly consisted of companies working in the field of technology, nonprofit organizations, such as the
University of Helsinki, have also taken part in the training (Kinnunen, 2011).
The aim of the Deep Leadership® coaching model (DL, 2014) is to trigger a dynamic and ―deep‖ learning
process that continues after the formal coaching process has ended (Valli and Kinnunen, 2012). Therefore, the
coaching aims to create a learning cycle in which the issues discussed during coaching are put into practice by
changing defunct practices and creating new ways of doing at both the personal and the organizational levels. The
learning cycle is illustrated in Figure 1.
Figure-1. The learning cycle of deep learning is created through continuous feedback (DL, 2014).
Figure-2. Deep Lead® coaching core process (DL 2010)
An essential part of this learning cycle is the reciprocal receiving and giving of feedback amongst the people in
the work community. Through this continuous practice of feedback, the goals of the individuals’ personal
development can be fitted with the developmental needs of the larger work community. As Ahoniemi, Kulmala, and
Nissinen have pointed out, ―[a]n essential part of developing leadership is the clarification of the borderlines of one’s
3. Business, Management and Economics Research, 2016, 2(3): 56-65
58
own activities and conception of human beings‖ (Ahoniemi et al., 2009). To create this kind of cycle of learning, the
Deep Leadership® coaching (DL, 2014) process includes different forms of exercises that aim to provide the
participants with the ability to integrate theory-based learning into the practical, everyday functions of the work
community. The active coaching process lasts for around two years, and it includes several phases, which are
illustrated in Figure 2.
The most visible aspect of the process is formed by the four contact days that are held approximately every six
months, starting at the beginning of training. The contact days are illustrated with (red) dots at the top of the picture.
Between the contact days, the participants carry out a series of individual and group work exercises and activities.
All activities are planned to advance the learning process and deepen the issues discussed during the contact days.
Out of the exercises, the most notable one is the 360 profile, which is gathered and analyzed at least twice during the
coaching process. The 360 profile is a common tool in leadership development, and it consists of the systematic
collection of feedback from coworkers, superiors, and subordinates. The feedback received from all respondents is
gathered to form the recipients’ individual 360-leadership profiles. These personal profiles are analyzed with the
coach during the contact days, and the strengths and weaknesses shown in the profile are used as a basis for creating
a personal development plan. At the end of the coaching process, the 360 profiles that were gathered at different
points of the process are compared to determine whether and what kinds of changes have taken place. All the
exercises, self-evaluation reports, and feedback received from coworkers are collected in a personal learning
portfolio.
According to Kazmi and Kinnunen (2012) long-lasting changes within the organization’s practices are best
gained when the organization as a whole is committed to the idea of continuous learning and development.
Similarly, Ladegard. and Gjerde (2014) maintain that the success of leadership programs cannot be evaluated
without including the experiences of the subordinates. In the Deep Leadership® coaching programs, the experiences
of the subordinates are visible in the 360 profiles of the superiors; however, depending on the organization, the
subordinates may also participate in the coaching program themselves. Thus, the coaching process is not designed
only for top-level leaders; instead, the process is the same for superiors and subordinates alike. This way, the Deep
Leadership® coaching model comes close to the ideas of shared leadership—that is, leadership is practiced by
several people within the group (Drescher et al., 2013). However, whereas shared leadership focuses primarily on
the functioning of the group (Drescher et al., 2013). Deep Leadership® coaching is rooted in the development of the
skills and knowledge of individuals. The primary goal of the Deep Leadership® coaching process is, therefore, to
provide all participants, regardless of their position in the organization, with abilities to lead their own work and,
thereby, provide them with the means to influence the working environment and the methods of carrying out
everyday practices in different contexts.
3. Identifying Levels of Coaching Effectiveness
As Kinnunen (2011) has pointed out, the question of whether coaching programs are effective and worth the
investment is essential for both profit and nonprofit organizations. However, measuring the effectiveness of coaching
is difficult, as coaching is a dynamic process that takes place both within and between individuals (Ianiro and
Kauffeld, 2014). One of the major challenges in evaluating coaching effectiveness is separating coaching-related
effects from other organizational and personal processes that occur during coaching (Kinnunen, 2011). Another
difficulty is created by the fact that, similar to teaching, coaching is, to a great extent, shaped by the personal
characteristics of the coach and the participants. Thus, the success and effectiveness of a coaching program cannot
be evaluated by looking at only its subject content. For example, in their study, Ianiro and Kauffeld (2014) showed
that the mood of the coach before starting the coaching session affected the interpersonal interaction taking place in
the coaching session. Similarly, (Day et al., 2014) have pointed out that ―the intrapersonal and interpersonal
processes are central to leadership development over time.‖ Thus, in addition to the content of the coaching program,
the effectiveness of the program is influenced by the social interaction between the coach and the participants, the
relationships among the participants, as well as contextual factors, such as the mood of the coach (Ianiro and
Kauffeld, 2014). For these reasons, using only one approach, such as self-reports or pre- and post-training
measurements, to study the effectiveness of coaching is troublesome. According to Ladegard. and Gjerde (2014) one
of the main problems in evaluating leadership interventions is the lack of common evaluation criteria.
To overcome these challenges and to study the effectiveness of the Deep Leadership® coaching process from
multiple perspectives, Kinnunen and Nissinen (2009) have developed a Deep Lead® coaching effectiveness process
(DLCEP), which has been modified and applied by Kazmi and Kinnunen (2012) and Valli and Kinnunen (2012).
According to the DLCEP model, the effectiveness of the coaching program can be studied through four key
dimensions. These are: 1) mediate effects, 2) immediate effects, 3) reflection effects, and 4) effects on different
interest groups. These are illustrated in Figure 3.
4. Business, Management and Economics Research, 2016, 2(3): 56-65
59
Figure-3. The internal and external effects of the coaching program (DL, 2014)
The two inner cycles represent the internal effectiveness that is taking place within the working community, and
the second two represent the external effectiveness that is visible to outsiders. Starting from the center, the
immediate effects represent the ways in which the participants achieve the direct goals of the coaching program and
show personal development throughout the process. These are studied, for example, by analyzing the feedback that
the participants have given about the coaching, comparing the results of the participants’ 360 profiles at the
beginning and end of the coaching, and looking at the learning outcomes related to the individual and group
assignments. Thus, the immediate effects can be identified from the data that are gathered as part of the Deep
Leadership® coaching process. Expanding on this, the mediate effects refer to the changes that have taken place in
the occupational environment as a result of the coaching program. These can be studied, for example, by looking at
the results of the climate surveys and reports in the workplace that have been conducted before and after the
coaching. While the mediate effects are more difficult to recognize than the immediate effects, by comparing the
individual learning profiles with the general trends in leadership satisfaction at the organizational level, it is possible
to determine whether the development shown at the individual and work community levels follow similar paths.
The external dimension of reflection effects refers to the ways in which the internal changes are reflected in the
operational success of the organization. These are more difficult to study than the internal-level effects, as the
success of the organization depends on many issues. However, the reflection effects can be recognized, for example,
by comparing customer surveys and balance sheets that are gathered before and after participation in the coaching
process and analyzing the possible links between the changes in these documents and the internal practices of the
organization. The fourth dimension of the effects shown to interested groups extends the external effects from the
reflection effects to the areas that relate to the branding of the organization. These include, for example, the
conspicuousness and image of the organization, and thus, the effects of the coaching process on interest groups are
studied, for example, by looking at the ways in which the organization is marketed to and viewed by outsiders.
Together, these four areas cover the internal and external sphere of the organization and four different levels of
coaching effectiveness. According to the model, a successful coaching process that is carried out within a motivated
and committed organization can lead to effects at all four levels. However, as Kinnunen (2011) has pointed out, the
internal effects are easier to evaluate reliably than the external effects, as data regarding the immediate and some
mediate effects are gained directly as part of the coaching process. The evaluation of the reflection and out-group
effects requires the combination of different types of documents, preferably over long periods, to see whether or not
the coaching has led to permanent changes within the organization.
5. Business, Management and Economics Research, 2016, 2(3): 56-65
60
4. Present Study
Previous studies have pointed out that more focus should be placed on the interior processes than on the visible
outcomes of leadership programs (Ladegard. and Gjerde, 2014). For this reason, in this study, we analyze the
effectiveness of the Deep Leadership® coaching process by using the previously described model of internal and
external effects. The data for this study have been derived from a private science-based company that took part in the
Deep Leadership® coaching during the 2011–2012 period. The organization is located in Finland but is part of an
international corporation. To ensure the complete anonymity of the respondents, the name and other details of the
company are left unreported. One important aspect of the studied organization is the fact that the ownership of the
company had changed immediately prior to the start of the coaching process. As a result, the organization was
undergoing many changes in its policies and practices that most likely also influenced the data and findings of this
study. We will come back to some of these changes in the analysis. However, because of these structural changes
that the company was going through, a reliable evaluation of the external effects of the coaching process remains
beyond the scope of this paper. Instead, we will focus on the immediate and mediate effects of the Deep
Leadership® coaching process. The study will answer to the following three research questions:
1. What kinds of changes can be seen in the participants’ 360-leadership profiles as a result of the Deep
Leadership® coaching?
2. Are there differences in the effectiveness of the coaching program in relation to executive leaders,
operative leaders, and subordinates?
3. How does the participants’ personal development relate to the working climate measures carried out in
the organization before and after the coaching process?
We will answer the first and second research questions by analyzing the data gathered from three personnel groups
as part of the coaching process. The groups consist of a) executive leaders, b) operative leaders, and c) subordinates,
including employees working on technical issues. The data include the 360 profiles from 35 people gathered at the
beginning and end of the coaching process (altogether 70 profiles), as well as participant feedback that was gathered
after each of the four contact days. We will analyze the data set as a whole first and then take a look at the outcomes
of the different groups to see if there are differences between their performances. For the third research question, we
will compare the findings of the participants’ leadership profiles with the results of an internal climate survey that
the organization had carried out over several years. We will contrast the findings of the climate surveys with the
follow-up interviews carried out with 10 participants in the coaching process to see if the interview data provide
possible explanations for these climate results. Consent for using and publishing the data was requested and obtained
from all participants at the start of the coaching process.
5. Immediate Effects
5.1. 360-Leadership Profiles
To answer the first research question, we will analyze the quantitative data gained from the 360 profiles (N=35).
The Deep Leadership® 360 profile was gathered using the Deep Leadership® questionnaire, which includes 30
close-ended questions and three open-ended questions. (Ahoniemi et al., 2009). According to Ahoniemi et al.
(2009) the questionnaire includes the following 10 key areas:
1. Professional skills (PO) refer to the skills, knowledge, and natural orientations that affect the ways in which
people carry out their current assignments.
2. Building trust and confidence (BT) refers to the ways in which leaders act as examples to their
subordinates.
3. Inspirational motivation (IM) refers to the ways in which leaders encourage their subordinates to find out
about new aspects about their work and thus further the goals of the group.
4. Intellectual stimulation (IS) refers to the ways in which leaders provoke the thinking of their subordinates
and promote their creativity.
5. Individualized consideration (IC) refers to the ways in which leaders view their subordinates as human
beings instead of seeing them as only workers.
6. Controlling and corrective leadership (CL) refers to leadership in which leaders lack trust in their
subordinates.
7. Passive leadership (PL) refers to leadership in which the leader does not actively lead but only reacts when
the subordinates cannot resolve the issue.
8. Effectiveness (EF) refers to efficiency of the entire organization in which the leader works.
9. Satisfaction (SA) entails both the organization’s and the leader’s general efficiency and success.
10. Extra effort (EE) refers to the subordinates’ willingness to contribute to their work and their level of
commitment to their work community.
The close-ended questions were answered on a scale of 0 to 4, where 0 represented the lowest agreement with
the statement, and 4 represented the highest agreement with the statement.
Table 1 presents the descriptive statistics of the measured key areas in the two periods—2011 and 2012. Time 1
includes the results of the participants’ 360-leadership profiles gathered at the beginning of the coaching process,
and Time 2 includes the results of the profiles gathered at the end of the process.
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Table-1. Descriptive Statistics of Whole Sample Using t-test for Equality of Means
Time 1 Time 2
n M SD M SD t df Sig. (2-tailed)
PO 35 3.25 0.23 3.38 0.22 2.50 67.73 .02*
BT 35 3.04 0.32 3.18 0.20 2.17 57.42 .03*
IM 35 2.55 0.32 2.73 0.27 2.53 65.97 .01*
IS 35 3.05 0.29 3.24 0.30 2.66 67.95 .01*
IC 35 3.11 0.31 3.28 0.25 2.43 65.03 .02*
CL 35 0.74 0.30 0.52 0.26 3.02 66.99 .00**
PL 35 0.60 0.26 0.43 0.25 2.78 67.99 .01*
EF 35 3.24 0.24 3.40 0.22 2.83 67.65 .01*
SA 35 3.30 0.28 3.42 0.22 1.96 63.96 .05*
EE 35 2.26 0.25 2.46 0.22 3.50 67.04 .00**
*p<.05, **p<.001
As the table shows, the mean scores of all positive leadership qualities were higher in the second profiles
gathered at the end of the coaching process than in the first profiles gathered at the beginning of the process. The
highest mean score was given to satisfaction in both the first and second measurements, while the lowest mean
scores of the positive dimensions were given to extra effort in both periods. The lowest scores altogether were given
to passive leadership in both measurement periods. As passive leadership is an unwanted leadership characteristic,
the low and decreasing score is a desired outcome. Even the lowest mean scores of the positive dimensions of EE
and EM showed higher mean scores in the second measurement than in the first profile. Correspondingly, the
negative dimensions of both the passive leadership and controlling and corrective leadership styles decreased from
the first measurement to the second one. The changes in the means scores were further tested using the t-tests for
equality of means (equal variances not assumed), which confirmed that the changes in the means of the two
measurement times were statistically significant in all measured dimensions. According to these findings, the
participants’ leadership skills, evaluated by their peers, subordinates, and superiors, had increased during the time of
the coaching, while negative dimensions had decreased. These results indicate that the changes are the immediate
effects of the coaching.
Next, to gain a more detailed understanding of the development, we will look at the ways in which the
participants’ 360-leadership profiles changed in the three reference groups. The total sample of 35 profiles consisted
of three groups: executive leaders (n=7), operative leaders (n=1), and subordinates (n=27). As there was only one
person from the operational leadership group who had completed the 360 profile at the beginning and end of the
training, we will report the statistical findings from the executive and subordinate groups only. The descriptive
statistics of the executive group are illustrated in Table 2, and the results of the subordinate group are reported in
Table 3.
Table-2. Descriptive Statistics of Executive Leaders
Time 1 Time 2
n M SD M SD
PO 7 3.34 0.24 3.44 0.21
BT 7 3.27 0.24 3.33 0.14
IM 7 2.91 0.19 3.03 0.17
IS 7 3.23 0.20 3.36 0.27
IC 7 3.13 0.35 3.25 0.29
CL 7 0.82 0.38 0.77 0.26
PL 7 0.60 0.16 0.49 0.39
EF 7 3.30 0.21 3.43 0.28
SA 7 3.33 0.31 3.41 0.34
EE 7 2.48 0.19 2.63 0.19
The mean scores of the 360 profiles show that the changes were positive in all the areas that the coaching aimed
to improve. Correspondingly, the mean scores of the negative dimensions of CL and PL decreased during the
process. As the number of participants in the executive group was only seven, it was not seen as meaningful to
measure the statistical significance of the changes. However, as the mean scores improved in all measured
dimensions, the findings indicate that the coaching was effective in promoting the executive leaders’ leadership
skills in these areas. While the sample is small, it includes the whole group of participants and thus provides an
adequate overall representation of the development of the group. Following the findings of the executive group, the
changes in the subordinate group also indicated positive paths of development. Similar to the executive group, the
areas that the coaching process aimed to enhance increased between the two measurement periods, while the
dimensions of passive and controlling leadership decreased.
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Table-3. Descriptive Statistics of Subordinates Using t-test for Equality of Means
Time 1 Time 2
n M SD M SD t df Sig. (2-tailed)
PO 27 3.22 0.23 3.37 0.22 2.38 51.97 .02*
BT 27 2.98 0.32 3.14 0.20 2.18 43.77 .03*
IM 27 2.45 0.29 2.65 0.24 2.75 50.53 .01*
IS 27 3.00 0.30 3.21 0.30 2.55 51.95 .01*
IC 27 3.10 0.31 3.28 0.25 2.40 49.84 .02*
CL 27 0.72 0.28 0.46 0.23 3.64 49.75 .00**
PL 27 0.60 0.28 0.40 0.20 2.97 47.55 .00**
EF 27 3.23 0.25 3.40 0.21 2.66 50.53 .01*
SA 27 3.28 0.28 3.41 0.19 1.96 45.16 .06
EE 27 2.20 0.24 2.40 0.21 3.42 51.20 .00*
*p<.05, **p<.001
Compared to the executive groups, the subordinates showed stronger changes, as most of the results were
statistically significantly higher in the latter measurement period than the first. The only dimension in which the
changes were not statistically significant was satisfaction; however, the changes here also showed an increase in the
mean score. The fact that the changes were stronger in the subordinate group than in the executive group has also
been recognized in previous studies of the Deep Leadership® coaching model (Valli and Kinnunen, 2012). To see
whether an explanation for this can be found within the coaching process itself, we will analyze the coaching
feedback next.
5.2. Coaching Feedback
To see whether there are consistent differences between the three participant groups, we will compare the
coaching feedback retrieved from the executive leaders, operative leaders, and subordinates. Feedback regarding the
contact days were gathered by the coach after each of the four contact days. The feedback form includes the
following 10 items: (1) My motivation to participate in the coaching, (2) My will to achieve the learning goals, (3)
The clarity of the learning goals, (4) The efficiency of the use of time in the coaching, (5) The functionality of the
teaching methods, (6) The functionality of the teaching material used, (7) The professional know-how of the coach,
(8) My commitment to self-development, (9) My will to recommend the coaching to others, and (10) An overall
evaluation of the coaching day (DL, 2014). The participants were asked to rate these items with grades from 5 to 1
by marking one of the following categories: excellent, good, satisfactory, mediocre, or poor. When looking at the
overall mean scores of all the feedback areas during the last period of measurement, all three groups of executives
(n=9), operative leaders (n=7), and subordinates (n=17) had the same mean score of 4.01. When comparing this
outcome value to the mean scores at the beginning of the coaching program, the results had more diversity as the
mean score of the 10 items in the executive group was 3.89; in the operative leader group, it was 3,84; and in the
subordinate group, it was 4.01. Thus, even though the 360 profiles of the subordinates seemed to develop more than
the profiles of the executives during the time of the coaching, according to the feedback, all three groups showed a
high general level of satisfaction with the coaching.
However, the consistent measurement of feedback after each of the contact days also showed that the
participants’ satisfaction and motivation were not linear or static in any of the groups or in relation to any of the
measured items. Instead, the development was dynamic and changed throughout the coaching. For example, the
participants’ motivation to participate in the coaching was 3.93 in the executive leaders group during the start of the
process. After the second contact day, the mean score had risen to 4.00; in the third period, it had dropped to 3.92;
and in the fourth period of measurement, it had risen again to 4.00. The corresponding values for operative leaders
were 3.71 during the first period of measurement, 4.25 during the second measurement period, 4.42 during the third
measurement period, and 4.00 during the final measurement period. Thus, it can be seen that the same outcome value
can be reached through different paths. The feedback data also showed that, at the end of the coaching, all three
groups were most satisfied with the know-how of the coach (M=4.56 in the executive group, M=4.86 in the operative
leader groups, and M=4.65 in the subordinate group). The lowest values on their part were given to the quality of the
learning materials in each group (M=3.78 in the executive group, M=3.71 in the operative leader groups, and M=3.65
in the subordinate group).
In relation to the coaching aims and immediate effects, the most interesting area of feedback is the one regarding
the participants’ commitment to self-development. The level of commitment was higher in all three groups during
the last period of measurement than during the first measurement period. The changes in the means scores are
illustrated in Table 4.
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Table-4. Level of Commitment to Self-Development
Group First measurement Last measurement
Executives 3.87 4.11
Operative leaders 3.79 3.86
Subordinates 3.93 4.00
This increase in commitment can be regarded as a sign of the immediate effects of the coaching program, but it can
also indicate mediate effects, as the ways in which people are committed to developing themselves are expected to
also have an impact on the wider work community. However, to further study this assumption, we will take a look at
the organization’s own climate survey to see whether any visible changes can be identified at the organizational level
during and after coaching.
6. Mediate Effects
To answer our third research question, we will take a look at the climate surveys carried out by the organization
itself. As mentioned previously, the studied organization (referred to here using the letter A) was bought by another
organization (referred to here using the letter B) in 2011. Before the transaction, organization A had carried out
internal climate surveys that mapped its employees’ satisfaction with the organizational practices. The measurements
surrounding the coaching process are from 2010, before the transaction, and from 2012. Although in 2012,
organization A was already part of organization B, the results of this climate study are comparable with the ones
from 2010, as the questions used were mainly the same for both measurements.
One of the most notable findings of the climate survey is that the employees’ satisfaction with the organization’s
management improved remarkably during the two years from 2010 to 2012. While some of the changes can be
expected to follow from the organizational changes, some aspects can be seen to relate closely with the objectives of
the coaching program. For example, a question that asked about the management’s method of communicating with
different parts of the organization was given a mean score of 2.88 in 2010; however, in 2012, the corresponding
result was 3.25. However, when looking back at the results from 2009 (M=3.35), it can be seen that the mean score
was almost the same then as it was in 2012. Thus, the changes that occurred between 2010 and 2012 cannot be
regarded as solely an effect of the coaching; instead, it is likely that the lack of communication in 2010 had to do
with the then upcoming organizational changes. However, when looking at an item that asks about the ways in which
the organization’s management motivates the employees with visions of the future, the mean score of 3.20 measured
in 2012 was much higher than the preceding scores of M=2.51 (2010) and M=2.74 (2009). Likewise, a question
measuring the employees’ sense of appreciation had increased to M=3.43 from the previous values of M=3.17 (2010)
and M=3.35 (2009). Contrary to this, however, people’s satisfaction with the feedback they had received from their
superiors had decreased over the years from M=3.61 (2009) to M=3.59 (2010) and then to M=3.30 (2012).
These numbers show that some areas of leadership in the organization went through positive changes during the
coaching process and some areas did not. Similarly, the follow-up interviews carried out with 10 people from the
subordinate group in 2014 showed that the personnel had different kinds of experiences about the mediate effects of
the coaching. Some people felt that the coaching had improved the communication within the work community and
had, therefore, resulted in permanent changes. However, others did not recognize any permanent changes in the
working practices and felt that the fact that some people in the work community were not very committed to the
process hindered the development. Apart from the previously mentioned areas, the dimensions of the climate survey
had remained mostly the same throughout the years. Once again, this shows the complex nature of coaching and the
difficulties in evaluating the reasons behind organizational changes. However, even though the reasons for these
developments cannot be confirmed to be directly related to the coaching process, it can be said that the
developmental paths of the individuals and the whole organization are similar, as both data types show a positive
increase in the ways in which the leaders are able to motivate and appreciate their subordinates. It can be suggested
that these developments at the organizational level are mediate effects that result from the coaching process, but in
order to study this further, more data would be needed about the organizational processes and the changes that were
going on during the periods of measurement.
7. Discussion
Several recent studies on leadership development have called for better reporting of leadership interventions
(Ely et al., 2010; Ladegard. and Gjerde, 2014). However, as coaching is a deeply interpersonal activity, the success
of a coaching program cannot be evaluated reliably using only one method (Ianiro and Kauffeld, 2014; Ladegard.
and Gjerde, 2014). In order to overcome the challenges related to the evaluation of coaching effectiveness, the Deep
Leadership® coaching process includes data gathering. The data are used to evaluate the effectiveness of the
coaching program in terms of internal effects (immediate and mediate) and external effects (reflection effects and
interest groups) (DL, 2014). In this study, we analyzed the effects of the Deep Leadership® coaching method carried
out in a Finnish organization during 2011 and 2012. By combining the data types of the 360-leadership profiles,
coaching feedback, and work community climate surveys, we found that the participants regarded the coaching as a
positive experience and that the training promoted the leadership skills of both superiors and subordinates.
9. Business, Management and Economics Research, 2016, 2(3): 56-65
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In relation to our first research question—―What kinds of changes can be seen in the participants’ 360-
leadership profiles as a result of the Deep Leadership® coaching process?‖—the data analysis showed that the
leadership profiles of both executive leaders and subordinates improved during the coaching process. The coaching
thus showed the immediate effects in the ways in which the goals of Deep Leadership® coaching were reached and
that the participants’ leadership skills were improved as a result of the training. However, these immediate effects of
the coaching were different across the three personnel groups. Following the findings of Valli and Kinnunen (2012)
the changes in the leadership profiles of the subordinates were more remarkable than the changes in the profiles of
the superiors. This leads us to our second research question: ―Are there differences in the effectiveness of the
coaching program in relation to executive leaders, operative leaders, and subordinates?‖ According to the 360-
leadership profiles, the effects of the coaching program were most visible in the subordinate group. Nonetheless, the
self-evaluation reports gathered after each contact day showed that all three groups were satisfied with the coaching
and that the participants’ commitment to self-development increased in all the groups during the coaching. Thus,
according to the 360 profiles, the immediate effects were stronger in the subordinate group than in the executive
leader group; however, this kind of difference in outcomes was not visible in the self-evaluation reports.
Regarding our third research question about the mediate effects of the coaching, the findings were not
consistent. While some of the areas related to leadership had improved in the climate survey of 2012 from the
preceding years, others had not, and some had even worsened. Thus, in relation to the third research question—
―How does the personal development of the participant relate to the changes in the working climate of the
organization?‖—it can be said that whereas the personal-level development was clearly visible in the 360 profiles
and coaching feedback, the organizational development was not as visible. The data sets cannot be used to directly
explain one another, as the data gathered by the Deep Leadership® coach and the organization’s climate surveys
included different measures, even though they shared some of the general content areas. However, it can be
suggested that the improved motivation of employees at the organizational level is related to the leader’s self-
motivation and leadership skills. Thus, this improvement at the organizational level may be the result of the
improved leadership skills that were gained from the coaching process. Nonetheless, as the findings of this study did
not provide clear indicators about the relationships, this remains at the level of speculation.
The limitations of this study are related to the small sample size of the statistical data. While all the participants
should have completed two profiles at the end of the coaching, this was not the case; therefore, the changes in the
profiles of the operative leaders could not be carried out. Another limitation is the fact that the number of feedbacks
received after the contact days varied according to the measurement period. These limitations are not, however,
crucial to the outcomes of this study, as the aim of the study has been to evaluate the effectiveness of the coaching
program within the context of the current case of an expert organization. Nonetheless, to further validate the
effectiveness of the Deep Leadership® coaching method, more research is needed on the mediate effects and the
external effects of the coaching program in different contexts. Another important aspect for further studies is the
analysis of the reasons why the coaching process seems to have a stronger effect on the subordinates than on the
executive leaders (see also (Valli and Kinnunen, 2012). More studies on the mediate internal and external effects of
the coaching program are needed to gain a deeper understanding of the ways in which the immediate effects can be
fostered to enhance the function of the work community at the wider level.
8. Conclusions
This study provided new evidence regarding the effectiveness of the Deep Leadership® coaching method by
analyzing the results of the coaching process within the context of an expert organization. The main findings of this
study show that the coaching process had several immediate effects, but the mediate effects remained less clear.
These findings both support and elaborate on the previous findings of Kazmi and Kinnunen (2012) Valli and
Kinnunen (2012) and Kinnunen (2011). According to the data, the participants’ leadership skills improved in all
measured areas, and their level of commitment to self-development increased during the coaching period.
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