The effectiveness in executive coaching according to the participants in the Bush (2005) sample concluded that it was a collaborative procedure amongst the coach, employee and the organization. The employee who is involved in the process of coaching must be willing to be coached, motivated and also be committed to the work. The coach in an organization renders qualities, experience which support credibility and trust, and also the resources which might further enhance the coaching relationship (Tansky and Cohen 2001).
In addition, the organization should offer a culture committed to the development and learning of the employee so as to ensure that the executive coaching is perceived to be effective by the employees. The focus of Bush (2005) study was on the collaborative method which acted as a major contributor to the measurement of both outcomes and input in a successful model of coaching in an organization.
Using a qualitative research design, Stevens (2005) investigated the experience of top management employees during the executive coaching. As participants, seven managers from different sectors were selected for this study. By using 11 prepared questions, phone interviews were directed to each of the participants. It was observed that the majority of the participants in the study noted that the process of coaching helped them to properly meet the assigned responsibilities (Antal 1993). Participants expressed while explaining the definition of the coaching in an organization as the one which allows the employees to think regarding the problem solving on a deeper level, about the process of leadership and working on situations at a more complex and deeper level.
It was also observed in the study that the participants in the study were of the view that a coach is regarded as highly effective and credible if he/she invests time on the respective employee of the organization so as to ensure that the goals of the training are met. Moreover, the most of valuable aspect of working with an executive coach was also described by the participants; this included the coach sounding board, as an accountability partner and also a confidential advisor.