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Professional coaching as an effective strategy to retaining frontline managers
Margo Karsten1, Deirdre Baggot, Amy Brown
1Exempla Saint Joseph Hospital, and College of Nursing, University of Colorado, Denver, CO 80128, USA.
The Journal of Nursing Administration
|May 21, 2010
Summary
Expanding executive coaching to directors and managers in healthcare can improve employee satisfaction and reduce turnover, even during organizational transitions. This study explores a cost-effective coaching intervention for broader leadership levels.
Area of Science:
- Healthcare Management
- Organizational Psychology
- Leadership Development
Background:
- Executive coaching traditionally limited to senior leadership in healthcare.
- Expansion to directors and managers often deemed too costly.
- Need for leadership support during organizational transitions.
Purpose of the Study:
- To describe an intervention expanding executive coaching beyond the c-suite.
- To assess the impact of broader coaching access on key organizational metrics.
- To evaluate coaching as a strategy during critical organizational change.
Main Methods:
- Implementation of an executive coaching program for directors and managers.
- Coaching provided during a period of significant organizational transition.
- Monitoring of management turnover, staff turnover, and employee satisfaction.
Main Results:
- The intervention aimed to positively influence management and staff turnover.
- Employee satisfaction was a key metric targeted for improvement.
- The study details the process of extending coaching resources.
Conclusions:
- Expanding executive coaching may be a viable strategy for healthcare organizations.
- Coaching can be implemented cost-effectively for broader leadership levels.
- Leadership development through coaching can support organizational stability and improve morale.
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