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Originalarbeit

Führungskräfte-Coaching bei Change Prozessen

Die Rolle von Autonomie und Managementunterstützung

Published Online:October 14, 2016https://doi.org/10.1026/0932-4089/a000226

Abstract

Zusammenfassung. Ziel dieser Längsschnittstudie ist es, die Wirkung von Führungskräfte-Coaching bei organisationalen Change Prozessen auf die berufliche Selbstwirksamkeitserwartung, das Führungsverhalten und den Affekt von Führungskräften zu evaluieren. Dabei wird der Einfluss von Autonomie und Managementunterstützung als moderierende Kontextbedingungen berücksichtigt. Den theoretischen Rahmen bildet das Job Demands-Resources Model (Demerouti, Bakker, Nachreiner & Schaufeli, 2001). Mit einem quasi-experimentellen Kontrollgruppendesign wurden 66 Führungskräfte im mittleren Management unterschiedlicher Organisationen während laufender Change Prozesse (NEG = 28; NKG = 38) zu drei Messzeitpunkten befragt. Die Multilevel-Analysen ergaben signifikante Dreifach-Interaktionseffekte, die zeigen, dass Führungskräfte mit Coaching (EG) bei hoher Autonomie bzw. hoher Managementunterstützung nach sechs Monaten (T3) höhere Werte hinsichtlich beruflicher Selbstwirksamkeitserwartung, Führungsverhalten und positivem Affekt sowie niedrigere Werte im negativen Affekt aufweisen als Führungskräfte ohne Coaching (KG). Basierend auf den Ergebnissen werden praxisorientierte Handlungsempfehlungen für Führungskräfte, Coaches und Personalentwickler abgeleitet, damit Coaching bei organisationalen Veränderungen wirksam werden kann.


Executive coaching during organizational change: the moderating role of autonomy and management support

Abstract. The aim of this study is to evaluate the effects of executive coaching during organizational change processes on executives’ self-efficacy, leadership behavior and positive and negative affect, considering the influence of autonomy and management support as moderating boundary conditions. The Job Demands-Resources Model (Demerouti, Bakker, Nachreiner & Schaufeli, 2001) constitutes the theoretical framework of this longitudinal study. Based on a quasi-experimental control group design with three times of measurement 66 middle management executives in different organizations during ongoing change processes (NEG = 28; NCG = 38) were examined. The multilevel analysis revealed significant three-way interactions, indicating that executives with high levels of autonomy or high management support benefited from change-coaching. After six month of coaching (EG), they reported higher scores in self-efficacy, change leadership and positive affect as well as lower scores in negative affect, compared to executives without coaching (CG). Based on these findings, recommendations for executives, coaches and human resource developers will be derived to ensure the effectiveness of coaching during organizational change processes.

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