Original Research

A guiding framework for multi-stakeholder contracting in executive coaching

Zelda Burger, Salome Van Coller-Peter
SA Journal of Human Resource Management | Vol 17 | a1114 | DOI: https://doi.org/10.4102/sajhrm.v17i0.1114 | © 2019 Zelda Burger | This work is licensed under CC Attribution 4.0
Submitted: 13 August 2018 | Published: 19 September 2019

About the author(s)

Zelda Burger, Montage Leadership Development, Durban, South Africa; and, University of Stellenbosch Business School, Stellenbosch University, Cape Town, South Africa
Salome Van Coller-Peter, University of Stellenbosch Business School, Stellenbosch University, Cape Town, South Africa


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Abstract

Orientation: Multi-stakeholder contracting provides a platform for the coaching stakeholders: the individual being coached (client), the organisation (sponsor and line manager) and the coach for achieving aligned outcomes within executive coaching. Contracting is not optimally implemented by stakeholders in all three phases of executive coaching (commencement, execution and conclusion).

Research purpose: The research’s purpose was to develop a guiding framework for multi-stakeholder contracting in each of the three phases of coaching.

Motivation for the study: Stakeholders ensure outcomes achievement for the individual and the organisation in executive coaching. Limited research exists relating to the contractual elements and practices implemented by stakeholders during the three phases of coaching.

Research approach/design and method: A qualitative, inductive, exploratory approach using purposive sampling was used to identify 12 participants, consisting of three: executive coaches, clients, line managers and sponsors from three corporate organisations. Participants were interviewed using a customised interview guide categorised into the three coaching phases.

Main findings: Findings showed that contracting was included at the commencement coaching phase. The study indicated the advantages of contracting in all three coaching phases with all stakeholders emphasising phase-specific accountabilities.

Practical/managerial implications: A guiding framework for multi-stakeholder contracting for each of the three phases of coaching could assist stakeholders; in particular human resource practitioners when contracting for executive coaching.

Contribution/value-add: Outcomes alignment at the commencement phase, agreement on progress and results feedback during the execution and conclusion phases are enabled by implementing the guiding framework for multi-stakeholder contracting offered by this research.


Keywords

executive coaching; multi-stakeholder contracting; three-way session; three-and four-cornered meeting

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