Loading...
The Evaluation of Leadership Coaching Through a Lens of Ambidexterity
Jamieson, Mark
Jamieson, Mark
Advisors
Editors
Other Contributors
Affiliation
EPub Date
Publication Date
2019-07-24
Submitted Date
Collections
Files
Loading...
Thesis
Adobe PDF, 16.2 MB
Other Titles
Abstract
Leadership coaching has grown to become a significant intervention to respond to the
management needs of an increasingly complex organisational environment. The
substantial investment in leadership coaching corresponds with current
accountability trends, raising the profile of evaluation; however, evidence shows that
organisations treat evaluation in this context as being of low strategic value,
characterised as limited and problematic, both operationally and strategically.
Specifically, whereas evaluation has primarily focused on current organisational
imperatives and financial targets, there is also evidence of the increasing emphasis on
a new set of leadership behaviours to achieve competitiveness through adaptive
capacities characterised by complex decision-making which balances short term
outcomes in known circumstances with longer term capacity building in unknown
contexts.
In response, this study adopts ambidexterity (the adaptive capacity to balance shortterm-known and long-term-unknown demands) as a conceptual lens to examine the
evaluation of leadership coaching and used in depth semi-structured interviews with
12 senior practitioners engaged in this area. The study found multiple incongruences
between espoused strategic priorities and evaluation practice in-use, and identified
apparent moderators that influence evaluation practice in-use. As such, an exploration
of moderators contributed fresh insights into barriers and enablers, including six new
dimensions for evaluation problematics, and seven promising movements with
implications for practice. More generally, this study also asserts that the lens of
ambidexterity presents new opportunities for an expansive exploration of evaluation
in terms of a wider strategic contribution and, accordingly, suggests the dimensions
of an ambidextrous framework, simultaneously pursuing a workable system that is
also strategically helpful.
Citation
Jamieson, M. (2019). The Evaluation of Leadership Coaching Through a Lens of Ambidexterity (Doctoral dissertation). University of Chester, UK.
Publisher
University of Chester
Journal
Research Unit
DOI
PubMed ID
PubMed Central ID
Type
Thesis or dissertation
Language
en