The main satisfaction of the scientific community occurs when the research concepts can be implemented and have practical implications. Such an attempt and achievement was obtained by David et al (2016) in a study in which they implemented a cognitive-behavioral coaching program (CBC) offered to banking managers during the financial crisis (2007-2009). The purpose of the study was (1) to test the efficiency of an executive cognitive-behavioral coaching program for improving managerial performance and emotional control abilities; (2) to identify the specific mechanisms of change responsible for the program`s efficiency.
What does the program involve?
This program was offered to a group of 59 managers from a multinational bank (26 women, 33 men, aged 28-56). The executive coaching program was implemented in 2009 and performance indicators were assessed in two phases: before and at the end of the intervention, to test whether there are any differences. The intervention was composed of a 5 hour workshop and a period of 6-month coaching session.
The main subjects discussed during the workshop were: developing managerial performance and development strategies (efficient communication strategies, giving feedback, emotional distress effects and emotional control strategies for individual development and improving team work performance). All these strategies were implemented according to ABC(DE) model (Ellis 1991) including a self-monitoring plan.
The executive coaching (CBC) session were held via phone, face-to-face, in a personalized approach focusing on improving the key leadership abilities (Stern 2004) and at the end participants were offered ”psychologycal pills” to help them in distress situation (Gavita & David), such as:
‘‘I want very much to get high performance at work, receive support, and be fairly appreciated or rewarded, and I do my best to get it, but I accept that just because I want this and/or worked hard for this, it does not mean that it necessarily must happen.’’
The results of the study were based on the following variables: performance (assessed by the bank system) emotional distress, change mechanisms (managers’ rigid attitudes and belies).
What are the results?
The statistic analysis has shown the program is efficient in improving the managerial soft skills and depressing feelings. This change occurred after changing the general and specific beliefs of managers. Although the magnitude of change is low to moderate, the findings become more relevant as the study included the population with a high degree of functioning and an initial level of moderate stress.
What are the implications?
During transitionary or inauspicious periods, it is recommended that a number of banking corporations should implement a strategic set of human resources management policies and practices as a basis for a sustained competitive advantage. Several companies had decided to invest in various components of management development because managers play an important role in organizational performance and its results. A useful instrument in reaching this goal was executive coaching. Based on the results of this study and the current literature in the field we strongly believe that executive coaching with a cognitive-behavioral approach will be a good investment in this context.
Why should they make this investment?
Cognitive-behavioral coaching is considered to have an integrative approach (David & Cobeanu 2015), which involves combining cognitive, behavioral and problem-solving strategies for reaching the clients goals.
These techniques address a variety of elements regarding organizational environment such as: emotional distress, burnout, satisfaction at the work place (Sporrle et al. 2006; Palmer et al. 2004), procrastination (Steel, 2007), decreased performance in social context (Nicastro et al. 1999) a hostile or submissive style (Goldberg, 1990), counterproductive behaviors (Stoeber & Eysenck, 2008) and defensiveness to negative feedback (Chamberlain & Haaga 2001).
David, O. A., Ionicioiu, I., Imbăruş, A. C., & Sava, F. A. (2016). Coaching banking managers through the financial crisis: effects on stress, resilience, and performance. Journal of rational-emotive & cognitive-behavior therapy, 34(4), 267-281.
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