The Relative Effectiveness of External, Peer, and Self-Coaches

Deux recherches poursuivies sur deux continents ont fait appel a deux variables dependantes differentes pour etudier l’efficacite relative du coach externe, du pair coach et de l’autocoaching sur la performance des participants (maitrise de gestion). La premiere investigation concernait trente etudiants en gestion canadiens. Ceux qui etaient suivis par un coach exterieur presentaient une meilleure adaptation au travail collectif que ceux qui avaient un pair pour coach. La seconde recherche portait sur 23 managers en gestion australiens. Ceux qui etaient suivis soit par un coach externe, soit par eux-meme, ont obtenu des resultats significativement plus eleves que ceux qui etaient accompagnes par un pair. Dans les deux etudes, le coach externe avait aux yeux de l’interesse une plus grande credibilite que le pair. Dans la seconde etude, l’autocoaching etait mieux vu que le coaching du pair. La satisfaction relative a l’ensemble du processus etait plus forte chez les managers pourvus d’un coach externe. Two studies in two different continents using two different dependent variables examined the relative effectiveness of external, peer, and self-coaches on the performance of participants in two MBA programs. The first study involved MBA students in Canada (n= 30). Those who were coached by an external coach exhibited higher teamplaying behavior than did those who were coached by peers. The second study involved EMBA managers in Australia (n= 23). Those who were either coached by an external coach or who were self-coached had significantly higher grades than those who were coached by a peer. In both studies, an external coach was perceived by the participants to have higher credibility than their peers. In the second study, self-coaching was perceived to be more credible than coaching from peers. Satisfaction with the coaching process was highest among the managers who had an external coach.

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