This dissertation investigated the effects of executive coaching by examining the relationship between the executive coaching process and the quality of coaching relationship on self-efficacy and four job-related attitudes including job satisfaction, organizational commitment, work/family conflict, and family/work conflict. Developing two new measures of the executive coaching process and the quality of coaching relationship (the executive coaching experience), this study tested three alternative models hypothesizing the relationships between the executive coaching experience and both self-efficacy and four job-related attitudes. Survey data was collected from 104 executives working in organizations. The results indicated that the executive coaching process was statistically significant with job satisfaction, while the quality of the coaching relationship had a negative relationship to job satisfaction. Further, the quality of the coaching relationship related to higher self-efficacy in the executives. The findings indicated that one self-related and one job-related outcome was determined from an executive coaching relationship. Organizational outcomes were unsupported.
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