O coaching executivo sob o olhar da aprendizagem transformadora

• Ano de defesa: 2018
• Autor(a) principal: Souza, Márcia Feijó de
• Orientador(a): Bido, Diógenes de Souza
• Banca de defesa: Brunstein, Janette, Guedes, Liliana Vasconcellos
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Centro de Ciências Sociais e Aplicadas (CCSA)
• País: Brasil
• Palavras-chave em Português: coaching; coaching executivo; aprendizagem de adultos; aprendizagem transformadora.
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23655

The demand for executive coaching in Brazil and around the world is on the rise. The great majority of business professionals attribute high value to executive coaching – and this credibility increases annually (SHERPA COACHING, 2016). Database research, from 2013 to 2018, indicate there are only a few studies about how the coachee learns in the process of executive coaching. This qualitative study, based on the interpretative paradigm, aims, in light of the assumptions of transformative learning, to identify and analyze how coachees learn in the process of executive coaching. To achieve this goal, we intend to identify if transformative learning occurs in executive coaching and what are the possible results achieved through this process. Considering the proposed objectives, this study is based on the definition of executive coaching as a process focused on individual learning; as a collaborative, egalitarian relationship between a professional (coach) and an executive (coachee); and as a process whose objective is to identify the challenges faced by the coachee and transform them into opportunities for personal and professional growth (JONES et al., 2016; CAMERON; EBRAHIMI, 2014; PAGE; DEHAAN, 2014; DEHAAN et al., 2016; GROVER; FURNHAM, 2016; REIS, 2013). Data were constructed through semi-structured interviews with fifteen participants, of which ten were coachees and five coaches. The information collected was analyzed in light of the Thematic Analysis, proposed by Braun and Clarke, 2006. The analysis showed that the theoretical model of transformative learning is a useful lens to understand the coachees' learning experiences. It also contributes to new findings that can improve the design and practical guidelines of executive coaching. Discoveries potentially capable of bringing learning benefits and coachees results.