The Relative Effectiveness of External, Peer, and Self‐Coaches

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Abstract
Deux recherches poursuivies sur deux continents ont fait appel à deux variables dépendantes différentes pour étudier l’efficacité relative du coach externe, du pair coach et de l’autocoaching sur la performance des participants (maîtrise de gestion). La première investigation concernait trente étudiants en gestion canadiens. Ceux qui étaient suivis par un coach extérieur présentaient une meilleure adaptation au travail collectif que ceux qui avaient un pair pour coach. La seconde recherche portait sur 23 managers en gestion australiens. Ceux qui étaient suivis soit par un coach externe, soit par eux‐même, ont obtenu des résultats significativement plus élevés que ceux qui étaient accompagnés par un pair. Dans les deux études, le coach externe avait aux yeux de l’intéressé une plus grande crédibilité que le pair. Dans la seconde étude, l’autocoaching était mieux vu que le coaching du pair. La satisfaction relative à l’ensemble du processus était plus forte chez les managers pourvus d’un coach externe. Two studies in two different continents using two different dependent variables examined the relative effectiveness of external, peer, and self‐coaches on the performance of participants in two MBA programs. The first study involved MBA students in Canada ( n = 30). Those who were coached by an external coach exhibited higher teamplaying behavior than did those who were coached by peers. The second study involved EMBA managers in Australia ( n = 23). Those who were either coached by an external coach or who were self‐coached had significantly higher grades than those who were coached by a peer. In both studies, an external coach was perceived by the participants to have higher credibility than their peers. In the second study, self‐coaching was perceived to be more credible than coaching from peers. Satisfaction with the coaching process was highest among the managers who had an external coach.

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