Coaching ejecutivo y sostenibilidad de cambios: un estudio de caso múltiple en la perspectiva de empresarios directivos

Abstract

Companies with multiple executive partners may face compromising divergences during periods of change and renewal. While executive coaching can support them in the necessary individual and organizational changes, the sustainability of changes achieved by entrepreneurs is an emerging issue that requires attention. This study explores the sustainability of changes achieved through executive coaching 6 to 24 months after the conclusion of the process. Focusing on four thematic areas: interaction, processes, business, and coaching experience, we examine the perceptions of 10 executive partners who sought coaching on their initiative. The companies belong to various service sectors that are undergoing significant changes (renewal). Our practical research employs a qualitative approach and a conceptual framework of predictors of sustainability and unsustainability. We use a multiple case study design and semi-structured interviews to collect data from intentionally selected ex-coachees. Thematic content analysis was conducted, supported by NVivo software and external validation. Our findings highlight the interaction between individual context, organizational context (hierarchy and power relations), and social context (family) as critical factors influencing sustainability. Additionally, they reveal six new predictors of sustainability (coachee satisfaction, effective leadership, honest conversations, learning and adaptability capacity, cognitive consistency) and one of unsustainability (cognitive dissonance). Furthermore, they emphasize the importance of stakeholder engagement and the use of sustainability predictors that can influence changes over time.