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  <controlfield tag="005">20260430151735.0</controlfield>
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    <subfield code="2">doi</subfield>
    <subfield code="a">10.1108/LODJ-02-2021-0046</subfield>
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    <subfield code="2">sideral</subfield>
    <subfield code="a">124950</subfield>
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  <datafield tag="037" ind1=" " ind2=" ">
    <subfield code="a">ART-2021-124950</subfield>
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  <datafield tag="041" ind1=" " ind2=" ">
    <subfield code="a">eng</subfield>
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  <datafield tag="100" ind1=" " ind2=" ">
    <subfield code="a">Mosteo, Leticia</subfield>
    <subfield code="u">Universidad de Zaragoza</subfield>
    <subfield code="0">(orcid)0000-0003-3593-0016</subfield>
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  <datafield tag="245" ind1=" " ind2=" ">
    <subfield code="a">Executive coaching: an exploration of the coachee's perceived value</subfield>
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  <datafield tag="260" ind1=" " ind2=" ">
    <subfield code="c">2021</subfield>
  </datafield>
  <datafield tag="520" ind1="3" ind2=" ">
    <subfield code="a">Purpose
The goal of this qualitative study is to explore how different elements of the coach–coachee setting can affect the perceived outcome from coaching sessions by the coachee.
Design/methodology/approach
Using thematic analysis on 197 semi-structured interviews of bank executives, the authors suggest an evidence-based sequential model on how the perceived value of the coaching process might be contingent on four elements.
Findings
As a result of the exploratory analysis, the authors’ suggest that the coach's guidance, coach's reliableness, coachee's willingness and coachee's self-awareness can determine the coachees' perceived effectiveness or usefulness from their coaching sessions.
Originality/value
There is little empirical data regarding the coachee's perceived value. The current study attempts to fill the gap in the existing literature by considering the coaching outcomes with particular regard to the executive's perceived value of coaching. This research adds to the literature on how to deliver effective coaching in organizations and provides empirical evidence to practitioners on how coachees perceive value from coaching.</subfield>
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    <subfield code="9">info:eu-repo/semantics/closedAccess</subfield>
    <subfield code="a">All rights reserved</subfield>
    <subfield code="u">http://www.europeana.eu/rights/rr-f/</subfield>
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    <subfield code="b">132 / 228 = 0.579</subfield>
    <subfield code="c">2021</subfield>
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    <subfield code="a">Organizational Behavior and Human Resource Management</subfield>
    <subfield code="c">2021</subfield>
    <subfield code="d">Q1</subfield>
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    <subfield code="a">Business, Management and Accounting (miscellaneous)</subfield>
    <subfield code="c">2021</subfield>
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  <datafield tag="700" ind1=" " ind2=" ">
    <subfield code="a">Chekanov, Alexander</subfield>
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    <subfield code="a">Rovira de Osso, Juan</subfield>
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  <datafield tag="710" ind1="2" ind2=" ">
    <subfield code="1">4009</subfield>
    <subfield code="2">735</subfield>
    <subfield code="a">Universidad de Zaragoza</subfield>
    <subfield code="b">Dpto. Psicología y Sociología</subfield>
    <subfield code="c">Área Psicolog.Evolut.Educac</subfield>
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    <subfield code="g">48, 2 (2021), 1241-1253</subfield>
    <subfield code="p">Leadersh. organ. dev. j.</subfield>
    <subfield code="t">Leadership &amp; organization development journal</subfield>
    <subfield code="x">0143-7739</subfield>
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