Identifying the behavioral dimensions and components of entrepreneurial coaches
Subject Areas :
Mohammad
Azizi
1
(Tehran)
hamid
hosseinlo
2
(Tehran)
yousef
vakili
3
(Kharazmi )
Keywords: coaching, entrepreneurial coaching, coaching behavior, SMEs,
Abstract :
Objective: Today's business community needs entrepreneurship coaches more than anything else. Entrepreneurial coaches encourage entrepreneurs to turn their strategic vision into action. This research aims to identify the components of entrepreneurial coaches in small and medium businesses of the pharmaceutical industry. Method: Developmental-applied research method and qualitative data collection were used. In order to identify the components of entrepreneurial coaches in small and medium businesses, 16 experienced and knowledgeable experts in the field of coaching who were selected in a purposeful manner and specifically from the snowball technique. Open and central coding has been used to analyze the data. Results: The analysis of the findings showed that the factors and components of entrepreneurial coaches in small and medium businesses consist of three factors: knowledge and skills of coaching, psychological characteristics and actions of entrepreneurial coaches.
1. Bozer G, Rebecca J. Understanding the factors that determine workplace coaching effectiveness. 2018; https://doi.org/10.1080/1359432X.2018.1446946
2. Hatler R, Kauffeld S. Take care what you bring with you: How coaches’ mood and interpersonal behavior affect coaching success. Consulting Psychology Journal: Practice and Research, 2014; 66: 231–257.
3. Kalkavan S, Katrinli A. The effects of managerial coaching behaviors on the employees’ perception of job satisfaction, organisational commitment, and job performance: Case study on insurance industry in Turkey. Procedia-Social and Behavioral Sciences, 2014; 150: 1137-1147.
4. Hollywood K, Blaaess A, Santin, C. Holistic mentoring and coaching to sustain organizational change and innovation. Creighton J. Interdiscip. Leadersh, 2016; 2: 32-46.
5. Zehntner C, McMahon J. Power and knowledge in a coach. Sports Coaching Review, 2018; https://doi.org/10.1080/21640629.2018.1480736.
6. Audet J. Coaching the entrepreneur: features and success factors. Journal of Small Business and Enterprise Development, 2012; 19(3): 515-531.
7. Mihiotis A. Coaching: from challenge to opportunity. Journal of Management Development, 2016; 35(4): 43-49.
8. McKevitt D, Marshall M. The legitimacy of entrepreneurial mentoring International Journal of Entrepreneurial Behavior & Research,2015; 21(2): 263-280.
9. De Haan E, Grant A, Burger Y. large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 2016; 68: 189–207.
10. Wu C. F. The relationship between business ethics diffusion, Knowledge sharing and service innovation. Management Decision,2016; 54(6): 343-358.
11. Bawany S. Creating a Coaching Culture. Leadership Excellence Essentials, 2015; 32(2): 43.
12. Ben Salem A, Lakhal L. Entrepreneurial mentoring: how to be modeled? Journal of Management Development, 2016; https://doi.org/10.1108/JMD-12-2016-0292
13. Bozer G, Sarros J. C. Examining the effectiveness of executive coaching on coachees performance in the israeli context. Int. J. Evid. Based Coach. Mentor ,2015; 10: 14–32.
14. Blumberg K. Executive coaching competencies: a review and critique with implications for coach education, 2015
15. Jean E, Audet J. The effect of mentor intervention style in novice entrepreneur mentoring relationships. Mentoring & tutoring: partnership in learning, 2013; 21(1): 96-119.
16. McCarthy G, Milner J. Ability, motivation and opportunity: managerial coaching in practice, 2019; 22(6): 163-178.
17. Duff A. J. Performance management coaching: Servant leadership and gender implications. Leadersh. Organ.Dev.,2013; 34: 204-221.
18. Grant A. M. The efficacy of executive coaching in times of organisational change. Journal of Change Management, 2015; 258–280.
19. Bozer G, Joo B. Executive coaching: Does coach-coachee matching based on similarity really matter? Consulting Psychology: Practice & Research, 2015; 67: 218–233.
20. McCarthy G. Approaches to the postgraduate education of business coaches. Australian Journal of Adult Learning,2014; 50(2): 23-31.
21. Rosha A, Lace N. The Open Innovation Model of Coaching Interaction in Organisations for Sustainable Performance within the Life Cycle, 2018.
22. Xiao s, liu F. The Effect of Entrepreneur Mentoring and its Determinants in the Chinese Context, 2016; 11: 54-68.
23. Sonesh C, Coultas W, Marlow S. Coaching in the Wild: Identifying Factors that lead to Success. Consulting Psychology Journal: Practice and Research, 2015; 67: 189–217.
24. Kyoo- joo B. Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research. Human Resource Development Review, 2008; DOI: 10.1177/1534484305280866.
25. Alexandra H, Robertsa b, Daniel A. Coach knowledge in talent identification: A systematic review and meta-synthesis, 2019.
26. Memon J, Kamariah R. Mentoring an entrepreneur. Doi: 10.1177/2158244015569666.
27. Rekalde I, Landeta J. Determining factors in the effectiveness of executive coaching as a management development tool. Management Decision,2015; 53(8): 28-39.
28. Turner P. A Strategic Approach to Coaching in Organisations. The International Journal of Mentoring and Coaching, 2012; 10: 6-12.
29. Salomaa R. Expatriate Coaching: Factors Impacting Coaching Success. Journal of Global Mobility, 2015; 3: 216–243.
30. St-Jean E, Audet J. The role of mentoring in the learning development of the novice entrepreneur. International Entrepreneurship and Management Journal, 2012; 8(1): 119-127.
31. Fathi Vajargah, K., Khorasani, A. Investigating and explaining the coaching model in teaching human resources based on the data theory of the foundation. Organizational Culture Management,2014; 12(3): 375-398.
32. Rosha A. Sustainable Development and Behavioural Patterns: to Innovations Through Coaching. Journal of Security and Susainability Issues, 2015; l5(2): 35-44.
33. Gan G, Chong C. Coaching relationship in executive coaching: a Malaysian study, 2105; 34(4): 67-72
34. Grover S. Coaching as a developmental intervention in organization : A systematic review of its effectiveness and the mechanisms underlying it. PLOS ONE, 2016; 11(5): 1-41.
35. Athanasopoulou A, Dopson S. A systematic of executive coaching outcomes: is it the journey or the destination that matters the most?, 2017.
36. Baron L, Morin D. Executive Coaching. Journal of Management Development, 2011; 847 – 864.
37. Poulsen K. Mentoring Programmes: learning Opportunities for Mentees, for Mentors, for Organisations and for Society. Industrial and Commercial Training,2013; 45(5): 255 – 263.
38. Pion J, Hohmann A. Predictive models reduce talent developmentcosts in female gymnastic,.2017.
39. Azizi M. Hosseinloo H, Vakill S. Designing a Entrepreneurial Coaching Model in SMEs, Quarterly Journal of Occupational and Organizational Counseling, 2020; 45.
40. Azizi M, Goodarzi A. Identify the key competencies of business educators, Journal of Entrepreneurship Development, 2016; 2: 317-336.
41. Gabriel A, Gregory J. How Can Humanistic Coaching Affect Employee Well-being and Performance? An Application of Selfd Etermination Theory, Coaching: An International Journal of Theory, Research and Practice, 2014; 7(1): 63-73.