Impacts d'un processus de coaching de gestion sur le sentiment d'efficacité personnelle au leadership
Bibliographic record
Abstract
RÉSUMÉ: Le coaching de gestion constitue une pratique émergente. Il se présente comme un moyen efficace du développement personnel et professionnel (Moën et Skaalvik, 2009). Le marché mondial du coaching en 2015 s’élève à 2,356 milliards USD , dont 955 milliards USD en Amérique du Nord. Toutefois, bien que le coaching soit une pratique en pleine croissance, peu d’études empiriques sont répertoriées. Baron et Morin (2009) recensent quelques études scientifiques démontrant que le sentiment d’efficacité personnelle est le principal résultat découlant du coaching de gestion. Le but de cette recherche s’intéresse à mesurer l’effet du coaching de gestion sur le sentiment d’efficacité personnelle au leadership des gestionnaires (Moën, 2010; Moën et Federici, 2012). La variable indépendante est le coaching de gestion. La variable dépendante est le sentiment d’efficacité personnelle au leadership. Moën (2010) décline le sentiment d’efficacité personnelle au leadership en quatre dimensions clés : le management – les habiletés de gestion – le développement et l’apprentissage de ses employés – les compétences relationnelles et la gestion des objectifs. Au regard de la théorie du sentiment d’efficacité au leadership selon Moën (2010), la présente étude prévoit qu’en contexte québécois, la moyenne du sentiment d’efficacité au leadership d’un groupe de gestionnaires bénéficiant du coaching de gestion obtient des résultats supérieurs à ceux d’un groupe de gestionnaires n’en ayant pas bénéficié. Il s’agit d’un devis expérimental avec un groupe de comparaison. Trois-cent-vingt-sept (327) gestionnaires ont été invités à participer à l’étude et 33 % de ceux-ci composent l’échantillon. Tous les participants sont à l’emploi de trois entreprises différentes. \nCes entreprises présentent des caractéristiques semblables et elles détiennent leur siège social dans la province du Québec au Canada. Les résultats soutiennent que le coaching de gestion a un effet positif à la hausse sur une des dimensions-clé du sentiment d’efficacité au leadership. De plus, il y a une différence significative selon que le coaching de gestion soit dispensé par un coach interne ou un coach externe. -- Mot(s) clé(s) en français : coaching, coaching de gestion, sentiment d’efficacité au leadership, sentiment d’efficacité personnelle, leadership. -- ABSTRACT: Management coaching is a developing practice, and is shown to be an effective means of individual and professional development (Moën and Skaalvik, 2009). The 2015 global coaching market is estimated at US{dollar}2.356 billion , including US{dollar}955 billion for North America. But even though coaching is ever-growing in popularity, few empirical studies about the practice have been recorded. Baron and Morin (2009) list some scientific studies, showing that the main result of management coaching is the feeling of self-efficacy. The objective of this study focuses on measuring the effect of management coaching on managers' feeling of leadership self-efficacy (Moën, 2010; Moën and Federici, 2012); the independent variable is management coaching, and the dependent variable is the feeling of leadership self-efficacy. Moën (2010) states that there are four key aspects to a feeling of leadership self-efficacy: management (managerial abilities), employees' development and learning, interpersonal relationship skills, and managing objectives. In view of Moën's (2010) theory of leadership self-efficacy, the present study foresees that in the Quebec context, the feeling of leadership self-efficacy in a group of managers receiving management coaching is, on average, superior to that of a group of managers who have not received such coaching. \nThis is an experimental "after" approach only, using a comparison group. Three hundred and twenty seven managers were invited to participate in the research, and 33 percent of them comprise the study's sample. The participants are all employees of three separate companies, which have similar characteristics and whose head offices are in the province of Quebec, Canada. The results underscore that management coaching has an increasingly positive effect on one of the key aspects of leadership self-efficacy. As well, there is a significant difference in the results depending on if the management coaching methodology is carried out by an internal or external coach practitioner. -- Mot(s) clé(s) en anglais : coaching, management coaching, feeling of leadership effectiveness, feeling of self-efficacy, leadership.
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How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.001 | 0.000 |
| Meta-epidemiology (narrow) | 0.001 | 0.001 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.001 | 0.001 |
| Science and technology studies | 0.001 | 0.000 |
| Scholarly communication | 0.000 | 0.003 |
| Open science | 0.001 | 0.000 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.002 | 0.001 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; both teacher heads agree on what is shown here.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".