Critique of Leadership Coaching & Subordinate Trust Research Study

This report critically evaluates a research article on leadership coaching, focusing on its impact on leader role-efficacy and trust in subordinates. It assesses the justification and description of data collection methods like focus groups and questionnaires, the appropriateness of the sampling strategy, and the ethical considerations concerning respondents. The analysis also examines the study's implications for leadership theory, particularly regarding the development of leader confidence and the cultivation of trust within organizations. The report highlights the importance of ethical engagement, including truthfulness, confidentiality, autonomy, beneficence, and justice, in research involving human subjects. Desklib provides access to this and similar solved assignments for students.

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Questions
Question 1:
Are the methods used to collect data (e.g., focus group and questionnaires) sufficiently justified
and described? What do further information (if any) you require?
Answer
The paper has used focus group discussion (Wilkinson 2008), and questionnaires as the method
for data collection which involves various company coaches with experiences in providing
leadership coaching services, leaders sourced from various high ranked organizations and
subordinates of the selected organization. In focus group method, the respondents came together
in a group, and a series of questions asked, and each of them gives their opinion depending on
his/her encounters with the clients. The researcher had, and the group participants were
homogeneous and well acquainted with the topic. The discussion had no preconceived outcome
but rather sought to come up with the importance of leaders coaching is leader role-efficacy and
trust in subordinates. On the other hand, the questionnaires were sent to the leaders seeking their
response on the issues of leadership coaching while other questionnaires were sent to the
subordinates through the email.
In the research, it has sufficiently been justified and description on the focus group discussion
step-by-step and the questions which were particularly targeting to solicit participants’ opinion
regarding the leader coaching. The method has largely emphasized the client goals in the
organizational leadership and the anticipated goal change after a session on coaching. This is the
change in the leader's behavior after coaching which has shown the effectiveness of leadership
coaching.

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The method encourages disagreement between the coaches which brings more discussion thus
information and experiences are shared. The focus group data collection method is best suited for
this research in that it has been able to bring out the clients behavior before the coaching session
and after the coaching session. The suitability of this method was the ability to provide the
required and relevant information that was key to attaining the objective of the study. The
researcher has, therefore, systematically explained how coaching contributed to the self-
reflection and self-awareness which induce the change in the organizational leadership goals to
new perspectives on goals. That is, the leaders become more conscious o the ways they over-
look leadership values and be able to see the organizational goal in a broader view.
To achieve this, the research use coaches to gather the information on the effect of coaching in
building leader role-efficacy and trust in subordinates. The coaches were experienced in
leadership development and coaching from various companies. They are gathered in a focus
group, and series of questions in connections to the research are asked, and they were expected to
respond accordingly. The researcher used their feedback to compile the findings of the research.
The conversation has sufficiently addressed the need for leaders coaching for improved role
efficacy and trust in subordinates. Consequently, the method has suitably explained the
achievement of the needed information from the right group of the respondent.
However, the research failed to provide for the content of the questionnaires. The content needed
to be explicitly stated so that the readers can be able to relate the findings with the questions
asked.
Question 2:
Critique the sampling strategy and respondent selection used in this study.
Answer

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The research used a random sampling method to arrive at the population sample (Stewart 2018).
In this research, the samples from various populations were collected. The research targeted
three types of population in studying the effectiveness of coaching. First, the coaches from
various networks were invited to participate voluntarily, and seven experienced leadership
coaches participated. Second, was the group of leaders from various organizations who were
invited through the coaches’ client organization. Their invitations were also voluntary, and 34
leaders were recruited into the survey. Third, was the subordinate group from various
organizations who were invited to accompany their leaders. Each organization was to provide
seven subordinates who report directly to the leaders.
Sampling, in this case, means a small group selected from the population and represents the
whole population. Therefore, the opinion of this representatives binds as the opinion of the whole
population. The population in this research are the leadership coaches, leaders from various
organizations, and support staffs in these organizations. And the samples are seven leadership
coaches, 34 leaders, and seven subordinates in every organization.
The sampling strategy (random sampling) adopted in this study was effective and suitable given
the nature of the population. The population is large therefore getting a sample to become
difficult and prone to bias and subjectiveness. Random sampling is the most objective approach
sampling technique in the research. In this regard, a variety of coaches, leaders, and subordinated
to different background and experiences were chosen to participate in the survey.
On the other hand, the research uses the voluntary method of selecting the participants. This
approach proved to be efficient in getting the right sample from the population. Contrary to the
other methods of respondent selection, voluntary participation has been proven to be an effective
and reliable method of selecting the respondents. Volunteers are more likely to be committed in

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the survey whereas adhering to the set regulations because it is out their own will to participate.
As a result, they are more likely to provide relevant and accurate information helpful in solving
the research problem.
The voluntary selection of the respondent was important because of the long survey duration
which took six months. In this case, the participant commits to being available for the whole
study period and be pro-active in the research.
The selected group of respondent was most suited to provide most relevant information by the
study. The researcher was categorical on selecting the groups of respondents for the research.
The groups included coaches, leaders, and subordinates. The coaches represented the key part of
the leadership development which aimed at answering the question of the leader role-efficacy
and trust in subordinates, the leaders and subordinates are the variables on which coaching if
affected. The leaders and subordinates were to participate in the six months coaching program to
see the effectiveness of leadership coaching. Therefore, it was important to select this groups for
they have interest and are part of the study.
Question 3:
Assessment of the research ethics of research project, in relation to the respondents.
Answer
The research owes the respondents duty of ethical engagement. The researcher in so doing has to
uphold the five principals of ethics, which include (Open.edu n.d.):
 Truthfulness and confidentiality
 Autonomy and informed consent
 Beneficence
 No maleficence

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 Justice
The researcher in the project has the duty to be truthful and confidential to the respondents after
voluntarily took part in the research. The coaches, leaders, and subordinates require to be served
with information about every detail of the research before the engagement. The information to
the participants needs to explain all the information on the research without omission. The ethics
principles also, emphasis on the confidentiality of the participant. Their personal information and
opinions need to be treated with care to avoid any leak to the third parties. The participants need
also feel secured from exposer of their information.
Autonomy and informed consent are other ethical practices in research. The participant in the
research had the right to self-determination, independence, and freedom to make their choices.
The research was conducted through voluntary participation of various coaches, leaders, and
subordinates. They were not forced into taking participating in the survey. The respondents were
supplied with the research questionnaires. The respondents were free to answer the questions and
forward their response to the researcher at their will. On the other hand, informed consent means
that the participants need to approve anything is done to them. By voluntary participation, the
principle of informed consent is exercised.
The researcher also had to observe the principle of beneficence and no maleficence when
working with the research respondents. In this case, beneficence means doing well for the
participants especially in the course of the study. It aims to protect the participant from any form
of harm while in the process of the research. In the research, the coaches, leaders, and
subordinates must be protected from any harm that is likely to happen to them, either physical or
psychological. The researcher must make sure they are safe and free from harm. On the other
hand, no maleficence means not doing any harm to the respondent either intentionally or

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unintentionally. It is, therefore, a responsibility of the researcher making sure the integrity and
health of the participants are upheld. During the research process, the researcher has to make
sure the coaches, leaders, and subordinates participating are not harmed in any way possible and
are well protected.
Finally, doing justice to the respondents is the duty of the researcher. Justice entails fairness,
equality, and impartiality; that is, the obligation to fair to all participants. In the research, the
researcher must treat all the respondents with fairness they deserve and in accordance with their
status. For instance, in making any remuneration for participation, the researcher needs to
apportion it depending on their levels and their contributions to the study.
Question 4:
Evaluate the report in terms of its implications for theory and leaders.
Answer
The report has been able to establish the need and importance of the leadership coaching for
effective role-efficacy (Hannah, Avolio, Luthans, & Harms 2008; Hoyt & Blascovich 2010) and
trust in the subordinates (Spreitzer and Mishra 1999). The theory suggests that coaching promote
leadership development, especially in building leaders’ confidence and trust in other people
(PriceWaterhouseCoopers 2010). In doing so, leaders are able to see the organizational
leadership goals in broader perspectives by establishing general goals of leadership. Also, the
theory establishes how coaching improves the trust level between the leaders and their
subordinates in the organization. When a leader trusts his/her junior, it will create confidence
when making the delegation of duties to them. This offers a better opportunity for the leader to
focus on other important issues for the growth of the workers and the whole organization (Mayer
& Gavin 2005). A delegation of duties to the subordinates makes them feel part of the decision-

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making process of the organization. Leaders trust in subordinates helps increase psychological
empowerment and reduce turnover intentions. Empowering employees psychologically create
job satisfaction and improved productivity. On the other hand, reduction in turnover intention
which means that employees are more likely to quit or abschord their responsibilities if they are
not satisfied with their job. Coaching also improves interactions within the organization between
the subordinates and the leaders. These interactions build a conducive environment in which the
organization thrives. This theory further explains the need for leadership development through
trained leadership coaches (Avolio & Hannah 2009). The coach behavior and the impact they
make on the change in culture in the leadership of an organization.
This theory contributes to the less researched area of leadership development. It has established
how leaders confidence and trust in subordinates can be improved through leadership coaching.
Big organizations have a responsibility to build leadership culture in the organization. Evidently,
a motivated leader is able to create a motivated workforce and thus positive organizational
cultural changes.

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Reference
Avolio, B. J., & Hannah, S. T. (2009) Leader developmental readiness. Industrial and
Organizational Psychology — Perspectives on Science and Practice, 2 (3), 284 – 287.
Hannah, S. T., Avolio, B. J., Luthans, F., & Harms, P. D. (2008) Leadership efficacy: Review
and future directions. Leadership Quarterly,19(6), 669–692.
Hoyt, C. L., & Blascovich, J. (2010) The role of leadership self-efficacy and stereotype
activation on cardiovascular, behavioral and self-report responses in the leadership domain.
Leadership Quarterly, 21 (1), 89–103. Retrieved from
http://www.pwc.com/gx/en/hr-management-services/hr-management-key-trends-in-human
capital.jhtml).
Mayer, R. C., & Gavin, M. B. (2005) Trust in management and performance: Who minds the
shop while the employees watch the boss? Academy of Management Journal, 48 (5), 874 – 888.
Open.edu. (n.d.). Health Management, Ethics, and Research Module: 7. Principles of
Healthcare Ethics: View as a single page. [online] Available at:
http://www.open.edu/openlearncreate/mod/oucontent/view.php?id=225&printable=1 [Accessed
20 June 2018].
PriceWaterhouseCoopers (2010) Managing people in a changing world. Key trends in human
capital—A global perspective.: PriceWaterhouseCoopers Saratoga.
Spreitzer, G. M., & Mishra, A. K. (1999) Giving up control without losing control: Trust and its
substitutes' effects on managers' involving employees in decision making. Group &
Organization Management, 24 (2), 155 – 187.
Stewart, T. (n.d). Field Recording & Collection. [online] Ledra.co.uk. Available at:
http://www.ledra.co.uk/field_rec.html [Accessed 20 June 2018].

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Wilkinson, S. (2008) Focus groups. In J. A. Smith (Ed.), Qualitative psychology: A practical
guide to research methods. London: Sage.