Deep Leadership® Coaching Effectiveness: A Case Study of a Science-Based Company

Pia-Maria Niemi and Tommi Kinnunen
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Pia-Maria Niemi: Department of Teacher Education, University of Helsinki, Finland
Tommi Kinnunen: Adjunct Professor, National Defence University, Finland

Business, Management and Economics Research, 2016, vol. 2, issue 3, 56-65

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: hing effectiveness; Deep leadership®; 360-leadership profile. (search for similar items in EconPapers)
Date: 2016
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