THE CONTRIBUTION OF EXECUTIVE COACHING FOR INDIVIDUAL LEARNING: THE EXECUTIVE S PERCEPTION

• Main Author: BIANCA SNAIDERMAN
• Other Authors: SANDRA REGINA DA ROCHA PINTO
• Language: Portuguese
• Published: PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO 2010
• Online Access: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=16524@1; http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=16524@2

PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO === O coaching executivo entrou no mundo corporativo em algum momento no final dos anos 80. As mudanças nas relações de trabalho e no crescimento da competitividade mostraram que a verdadeira vantagem competitiva das organizações residia no seu capital humano. Embora bastante usada no mundo corporativo e sendo uma das ferramentas que mais crescem no processo de desenvolvimento do aprendizado do adulto, a literatura prática do coaching executivo está à frente da pesquisa acadêmica sobre o tema. Esse fato demonstra que, na academia, o estudo sobre o coaching executivo ainda é incipiente quando comparado com outras ferramentas de desenvolvimento de recursos humanos. O presente estudo, por meio do método fenomenográfico, buscou investigar se de fato o coaching executivo gera aprendizado individual. Para tanto, procederam-se revisões da literatura sobre aprendizado bem como sobre o coaching executivo, além de uma pesquisa com executivos de empresas que participaram do processo de coaching executivo. Foram realizadas quinze entrevistas durante os meses de janeiro e fevereiro de 2010. As entrevistas foram transcritas e analisadas. A análise do conteúdo revelou cinco categorias, a saber: fatores indutores, atributos do coach, mudanças comportamentais, tempo de transformação e avaliação da experiência. Os resultados mostram que o coaching executivo de fato gera aprendizado individual. === Executive coaching appeared in the business world at sometime at the end of 1980s. Changes in working relationships and the increase in competion has shown that real competitive advantage of organizations lies in their human capital. Despite being much used in the business world and being one of the tools that has grown most in the process of the development of adult learning, the executive coaching’s literature is more advanced than the academic research in this area. This fact demonstrates that in the academic world, the study of executive coaching is still in his infancy when compared to the other development tools of human resources. The present study, by using the phenomenographic method, investigated whether the executive coaching resulted in individual learning. Consequently was necessary to revise literature about executive coaching as well as about learning. A research of executives dealing with executive coaching was also necessary. Fifteen interviews were carried out between January and February 2010. These interviews were transcribed and analyzed. Five categories could be indentified: causing factors, coaches charactics, behavioural changes, transformation time and evaluation of the experience. The results show that executive coaching really creates individual learning.