Using an executive coach to increase leadership effectiveness.
Senior executive nursing roles demand excellence and rigor in both the technical and interpersonal domains of leadership. Many nurse leaders have begun seeking innovative self-development programs and practices to assist them as they strive to improve their effectiveness as leaders in complex organizations. One practice that has gained in popularity is that of engaging a leadership "coach." To understand this relatively new trend in healthcare leadership, the authors interviewed 4 coaches and 4 nurse leaders who had been coached. In this article, they present their overall findings about the effectiveness of coaching as a leadership development tool and offer recommendations for leaders who are interested in engaging a coach.
Ponte
Patricia Reid
PR
Dana-Farber Cancer Institute, Boston, Mass, USA. pat_reid_ponte@dfci.harvard.edu
Gross
Anne Harvey
AH
Galante
Andrea
A
Glazer
Greer
G
D001242:Assertiveness; D001291:Attitude of Health Personnel; D002322:Career Mobility; D002755:Choice Behavior; D003299:Cooperative Behavior; D003376:Counseling; D003657:Decision Making; D004645:Empathy; D006801:Humans; D007400:Interprofessional Relations; D007857:Leadership; D008611:Mentors / Q000193:education / Q000523:psychology*; D009718:Nurse Administrators / Q000193:education / Q000458:organization & administration / Q000523:psychology*; D024802:Nurse's Role / Q000523:psychology; D015404:Nursing Methodology Research; D011361:Professional Competence / Q000592:standards*; D012647:Self-Assessment; D012951:Socialization; D013192:Staff Development / Q000458:organization & administration*; D011795:Surveys and Questionnaires; D035502:Trust