If you plan to hire an executive coach, consider path-goal theory and the underlying leadership characteristics of this theory as it applies to the coaches you are interviewing in order to choose the right coach for you. Consider the questions to ask an executive coach carefully.
Path-goal theory, in a business setting, is based on motivating employees to achieve the results necessary for the success of the organization. What separates path-goal theory from other leadership theories, such as contingency or situational leadership theory, is that path-goal focuses on the interaction or relationship that a leader has with an employee as well as the expectations of the employee (Northouse, 2010). Expectations of an employee motivate that employee if they believe they can perform an assigned task; if they will receive a certain response or result; and if the reward for their efforts is meaningful. In order for that to happen, path-goal theory says that leaders will be explicit in clarifying what is to be accomplished; what paths to take for achievement; the removal of certain barriers to goal achievement; and the use of rewards to continuously motivate the employee along the way (House, 1971).
Path-goal theory describes four different types of leadership: directive, supportive, participative, and achievement oriented (Northouse, 2010). The directive leader provides direction to the employee by articulating expectations, policies, procedures, and any other information necessary to achieve the goal (House, 1996). A supportive leader gives the employee what she or he wants in terms of needs, professional or personal, in order to succeed (House, 1996). The supportive leader role is aligned with the performance parameters that an executive coach would use in that there is “developmental interactions” in order to achieve goals (D’Abate, Eddy, & Tannenbaum, 2003). The participative leader is more of a consultant role in terms of listening to the employee, hearing their suggestions, and including these for consideration (House, 1996). The achievement-oriented leader might be called the self-actualization coach in terms of helping the employee achieve the highest level of performance (House, 1996; Maslow, 1954).
Executive coaching has gained acceptance in the corporate world as a way to enhance the senior level executives’ relationship skills. By the time the executive reaches this level of the organization, his or her technical skills are fine-tuned, based on previous demand, but the relationship aspect has not been refined. Path-goal theory works well when coaching senior level executives as the coach and executive would perceive each other as peers, in order for the engagement to be effective.
The executive coach is a leader interacting with another leader, the executive (Davison & Gasiorowski, 2006). She or he may be an internal or external coach but this coach is required to help the executive develop personal attributes, skills, and abilities that are missing (McKenna & Davis, 2009). As such, the use of path-goal theory plays a critical role in the success of this coaching engagement because a human relationship is dynamic and requires different responses to different situations (Northouse, 2010).
When considering the questions to ask an executive coach during an interview, look for specific skills and abilities.
Assertiveness. The executive coach must be a leader in his or her own way in order to maintain balance with the executive, particularly if the executive is an alpha male or female (Ludeman & Erlandson, 2004). By having this skill, the coach can assert him or herself with a senior level executive. This skill will allow the executive coach to be directive and prescriptive in the client engagement.
Interpersonal sensitivity. The executive coach must have the ability to sense or perceive the client’s state and concerns based on subtle clues, both verbal and nonverbal (Carney & Harrigan, 2003). The coach’s level of emotional intelligence is a key ingredient in the ability of the coach to monitor and regulate his or her thoughts, words, and behavior, and also to monitor and suggest changes in the thoughts, words, and behavior of the executive. This skill allows the coach to be supportive and directive in the engagement with the client.
A focus on goal achievement. The primary goal of the engagement should be goal achievement, as discussed in the initial stage of the coaching assignment. By having a focus on achieving specific goals, this allows both parties to stay focused in order to stay on track. This allows the coach to challenge the client to his or her highest level of performance.
Partnership and influence. In order to create a relationship and positive interaction with the executive, the coach must feel comfortable and confident is his or her ability to work in partnership with the executive. Because the coach, as leader, has influence with the executive, will there be a partnership among the two? This is another key ingredient in path-goal theory and can be used by the coach to engage the client for success.
By having these skills and abilities, the executive coach can work with the executive to form a relationship, establish and achieve goals based on the demands or constraints of the situation or executive. These abilities, based on path-goal leadership, would make the executive coach an excellent candidate for an executive seeking coaching in order to achieve the desired outcome of the coaching assignment.