Et kvalitativt studie om danske lederes oplevelse af at modtage executive coaching

A qualitative study exploring Danish leaders experience with recieving executive coaching

Keis, Anne Dalsgaard ; Jensen, Tanja Ryberg

4. semester

Psykologi, Kandidat

2018

2018-05-31

140

Executive coaching har vokset kraftigt de seneste tre årtier, men der findes stadig få empiriske studier, der undersøger effekterne. I 2017 gennemførte vi et systematisk review af kvalitative studier fra 2007–2017 om oplevet udbytte af executive coaching. Vi fandt kun syv studier, og ingen af dem handlede om danske virksomheder. Derfor undersøger dette studie, hvordan seks danske ledere – tre fra en stor dansk region og tre fra en stor dansk privat virksomhed – oplever at modtage executive coaching. Vi anvendte en kvalitativ, hermeneutisk-fænomenologisk tilgang, som søger at forstå og fortolke menneskers levede erfaringer. Data blev indsamlet gennem semistrukturerede interviews på deltagernes arbejdspladser og analyseret med Interpretative Phenomenological Analysis (IPA), en tematisk metode, der identificerer tilbagevendende mønstre i fortællingerne. Analysen identificerede fem hovedtemaer med hver to undertemaer, som beskriver oplevede gevinster ved executive coaching. Disse omfattede blandt andet justering eller implementering af ledelsesstil, håndtering af organisatoriske vilkår, øget selvindsigt og læring om sig selv og andre, betydningen af relationen til coachen, at se problemstillinger fra nye perspektiver samt at bruge coaching som et værktøj til lederudvikling. Overordnet havde deltagerne positive oplevelser. De fremhævede især værdien af den skræddersyede tilgang i executive coaching, der adresserer deres konkrete udfordringer, i modsætning til mere generiske lederudviklingsprogrammer. Flere ville anbefale executive coaching og mente, at det kunne være obligatorisk for ledere – særligt for nye ledere.

Executive coaching has grown rapidly over the past three decades, yet there is still limited empirical research on its effects. In 2017, we conducted a systematic review of qualitative studies from 2007–2017 on the perceived contribution of executive coaching. Only seven studies were identified, and none focused on Danish corporations. Building on this gap, the present study explores how six Danish leaders—three from a large Danish region and three from a large Danish private corporation—experience receiving executive coaching. We used a qualitative, hermeneutic phenomenological approach, which aims to understand and interpret people’s lived experiences. Data were collected through semi-structured interviews at the participants’ workplaces and analyzed using Interpretative Phenomenological Analysis (IPA), a thematic method that identifies recurring patterns across accounts. The analysis identified five main themes, each with two subthemes, describing perceived benefits of executive coaching. These included adjusting or implementing leadership style, coping with organizational conditions, increased self-awareness and learning about self and others, the importance of the coaching relationship, seeing issues from new perspectives, and using coaching as a tool for leadership development. Overall, participants reported positive experiences. They particularly valued the tailored nature of executive coaching, which addressed their specific challenges, compared with more generic leadership programs. Several would recommend executive coaching and even considered it potentially mandatory for leaders—especially new leaders.

[Dette resumé er genereret ved hjælp af AI]

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