Hostname: page-component-8448b6f56d-qsmjn Total loading time: 0 Render date: 2024-04-23T19:06:53.880Z Has data issue: false hasContentIssue false

Hidden in Plain Sight: The Active Ingredients of Executive Coaching

Published online by Cambridge University Press:  07 January 2015

D. Douglas McKenna*
Affiliation:
The Oceanside Institute
Sandra L. Davis
Affiliation:
MDA Leadership Consulting Inc.
*
E-mail: dougmck9@comcast.net, Address: The Oceanside Institute, 3866 Oceanside Ave., Greenbank, WA 98253

Abstract

We propose that I/O psychologists who coach executives have overlooked psychotherapy outcome research as a source of information and ideas that can be used to improve our executive coaching practices. This research, based on thousands of studies and many meta-analyses, has converged on the conclusion that four “active ingredients” account for most of the variance in psychotherapy outcomes. We describe how this literature has identified four primary “active ingredients” that account for most of the variance in psychotherapy outcomes: 1) Client/extratherapeutic factors (40%), 2) The relationship or alliance (30%), 3) Placebo or hope (15%), and 4) Theory and technique (15%). Working on the assumption that psychotherapy and executive coaching are sufficiently similar to justify generalization from one domain to the other, we describe these four active ingredients at length and explore how they may be at work in the executive coaching process. We also suggest that I/O psychologists have training and experience that allows us to leverage some of these active ingredients in our executive coaching (e.g., understanding of client individual differences related to coaching outcomes). But we also have areas of weakness (e.g., building a strong working relationship with an individual client) that may need to be bolstered with additional training and development experiences.

Type
Focal Article
Copyright
Copyright © Society for Industrial and Organizational Psychology 2009 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

*

MDA Leadership Consulting Inc., Minneapolis, MN.

Order of authorship is arbitrary; both authors contributed equally to this article.

References

Asay, T. P., & Lambert, M. J. (1999). The empirical case for the common factors in therapy: Quantitative findings. In Hubble, M. A., Duncan, B. L., & Miller, S. D., (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Beecher, H. K. (1955). The powerful placebo. Journal of the American Medical Association, 159, 16021606.Google Scholar
Bergin, A. E., & Lambert, M. J. (1978). The evaluation of therapeutic outcomes. In Garfield, S. L. & Bergin, A. E. (Eds.), Handbook of psychotherapy and behavior change (2nd ed.) (pp. 139189). New York: Wiley.Google Scholar
Beutler, L. E., Harwood, T. M., Alimohamed, S., & Malik, M. (2002). Functional impairment and coping style. In Norcross, J. C. (Ed.), Psychotherapy relationships that work: Therapist contributions and responsiveness of patients. New York: Oxford University Press.Google Scholar
Bordin, E. S. (1976). The generalizability of the psychoanalytic concept of the working alliance. Psychotherapy: Theory, Research, and Practice, 16, 252260.10.1037/h0085885Google Scholar
Davis, S. L., & Barnett, R. C. (in press). Changing behavior one leader at a time. In Silzer, R. F. & Dowell, B. E. (Eds.), The leadership imperative: Strategy driven talent management. San Francisco: Jossey-Bass.Google Scholar
Duncan, B. L., Sparks, J. A., Miller, S. D. (2006). Integrating approaches one client at a time. In Stricker, G. & Gold, J. (Eds.), A casebook of psychotherapy integration (pp. 225240). Washington, DC: American Psychological Association.10.1037/11436-017Google Scholar
Dunnette, M. D. (1966). Fads, fashions, and folderol in psychology. American Psychologist, 21, 343352.Google Scholar
Ericsson, K. A. (2006). The influence of experience and deliberate practice on the development of superior expert performance. In Ericsson, K. A., Charness, N., Feltovich, P. J., & Hoffman, R. R. (Eds.). The Cambridge handbook of expertise and expert performance (pp. 683703). New York: Cambridge University Press.Google Scholar
Erikson, E. H. (1964). Childhood and society (2nd ed.). Oxford, UK: W. W. Norton.Google Scholar
Eysenck, H. J. (1952). The effects of psychotherapy: An evaluation. Journal of Consulting Psychology, 16, 319324.10.1037/h0063633Google Scholar
Frank, J. D., & Frank, J. B. (1991). Persuasion and healing: A comparative study of psychotherapy (3rd ed.). Baltimore: Johns Hopkins University Press.Google Scholar
Grant, A. M. (2006). Workplace and executive coaching: A bibliography from the scholarly business literature. In Stober, D. R. & Grant, A. M. (Eds.) Evidence-based coaching handbook. Hoboken, NJ. John Wiley and Sons, Inc.Google Scholar
Hough, L. M., & Oswald, F. L. (2008). Personality testing and industrial—organizational psychology: Reflections, progress, and prospects. Industrial and Organizational Psychology, 1, 272290.10.1111/j.1754-9434.2008.00048.xGoogle Scholar
Hubble, M. A., Duncan, B. L., & Miller, S. D. (1999). Introduction. In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.10.1037/11132-000Google Scholar
Lambert, M. J. (1992). Implications of outcome research for psychotherapy integration. In Norcross, J. C. & Goldfried, M. R. (Eds.), Handbook of psychotherapy integration (pp. 94129). New York: Basic Books.Google Scholar
Lambert, M. J., & Barley, D. E. (2002). Research summary on the therapeutic relationship and psychotherapy outcome. In Norcross, J. C. (Ed.), Psychotherapy relationships that work: Therapist contributions and responsiveness of patients. New York: Oxford University Press.Google Scholar
Luborsky, L., Singer, B., & Luborsky, L. (1975). Comparative studies of psychotherapies: Is it true that “Everyone has won so all shall have prizes”? Archives of General Psychiatry, 32, 9951008.10.1001/archpsyc.1975.01760260059004Google Scholar
Luparello, T. J., Leist, N., Lourie, C. H., & Sweet, P. (1970). The interaction of psychologic stimuli and pharmacologic agents on airway reactivity in asthmatic subjects. Psychosomatic Medicine, 32, 509513.10.1097/00006842-197009000-00009Google Scholar
Miller, S. D., Hubble, M. A., & Duncan, B. L. ( (1996, March). Psychotherapy is dead, long live psychotherapy . Workshop presented at the 19th Annual Family Therapy Network Symposium, Washington, DC.Google Scholar
Miller, S., Hubble, M., & Duncan, B. (2007, November/December). Super shrinks: What's the secret of their success? The Psychotherapy Networker.10.1037/e526322010-003Google Scholar
Murphy, J. J. (1999). Common factors in school-based change. In Hubble, M. A., Duncan, B. L., & Miller, S. D., (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Najavits, L. M., & Strupp, H. (1994). Differences in the effectiveness of psychodynamic therapists: A process-outcome study. Psychotherapy, 31, 114123.10.1037/0033-3204.31.1.114Google Scholar
Norcross, J. C. (2002). Empirically supported therapy relationships. In Norcross, J. C. (Ed.), Psychotherapy relationships that work: Therapist contributions and responsiveness of patients. New York: Oxford University Press.Google Scholar
Ogles, B., Anderson, T., & Lunnen, K. M. (1999). The contribution of models and techniques to therapeutic efficacy: Contradictions between professional trends and clinical research. In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington: American Psychological Association.Google Scholar
Peltier, B. (2001). The psychology of executive coaching: Theory and application. New York: Routledge.Google Scholar
Prochaska, J. O. (1999). How do people change, and how can we change to help many more people? In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Scovern, A. W. (1999). From placebo to alliance: The role of common factors in medicine. In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Snyder, C. R., Michael, S. T., & Cheavens, J. S. (1999). Hope as a psychotherapeutic foundation of common factors, placebos, and expectancies. In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Stober, D. R., & Grant, A. M. (Eds.) 2006). Evidence-based coaching handbook. Hoboken, NJ: John Wiley and Sons, Inc.Google Scholar
Tallman, K., & Bohart, A. C. (1999). The client as a common factor: Clients as self-healers. In Hubble, M. A., Duncan, B. L., & Miller, S. D. (Eds.), The heart & soul of change: What works in therapy. Washington, DC: American Psychological Association.Google Scholar
Valerio, A. M., & Lee, R. J. (2004). Executive coaching: A guide for the HR professional. San Francisco: Pfeiffer.Google Scholar
Wampold, B. E. (2001). The great psychotherapy debate: Models, methods, and findings. Hillsdale, NJ: Erlbaum.Google Scholar