Abstract
Individual coaching has become a popular intervention tool to increase manager’s (named coaches) affective commitment, competences and effectiveness in conducting healthy organizational changes. The aim of this chapter is to explore the influence of the role behavior of the coach and the participants on intervention outcome. An 8 month individual coaching intervention focusing on the safety-related competencies of the top manager and the safety manager was carried out in a medium-sized Danish company. The coaching interventions towards the top manager generally succeeded and supported substantial changes in the Company’s approach to safety. The safety manager solved 69 % of the coaching tasks. However, the safety manager did not change her role behavior substantially and this intervention was categorized as partly failed. In this case, the role behaviors of the coach and the safety manager and the power relation between these lead to implementation failure. Role behaviors of the coach and the participants are important for the implementation of individual coaching interventions. The theory of individual coaching needs to address these issues. Additional, a clarification of power interest between the coach and the company is a precondition for successful coaching interventions.
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Acknowledgements
The project was funded by the Danish Working Environment Research Fund, project 28-2007-09 and involved three other studies which were also based on DeJoy’s theory of integrated safety management (Kines et al. 2013; Nielsen et al. 2014). The methods developed in the study were subsequently adapted into an easy to use ‘Safety toolbox’ (in Danish) and made freely available to consultants and enterprises (Nielsen et al. 2011).
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Pedersen, L.M. (2015). Role Behavior of the Coach and the Participants as Essential for the Results of Individual Coaching. In: Karanika-Murray, M., Biron, C. (eds) Derailed Organizational Interventions for Stress and Well-Being. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-9867-9_19
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DOI: https://doi.org/10.1007/978-94-017-9867-9_19
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