Coaching executives as tacit performance evaluation: a multiple case study

Research output: Contribution to journalArticlepeer-review


Purpose – The purpose of this paper is to examine organizational perceptions regarding the coaching process as an evaluation tool. Methodology – The research method used is a multiple case study based on the author’s work with coached executives in eight organizations in Israel. Texts of 79 coaching encounters with executives, their directors and human resource personnel, were analyzed. Text analysis was performed through a qualitative method. Findings – The research findings provide evidence of the intensity of the coaching practice as a tacit evaluating tool for organizational functioning, in relation to five focusses: the selection of executives for the coaching meetings, the participants’ perception of their participation in the coaching process, the organizational control wishes, how participants deal with organizational supervision and confidentiality. Research limitation – Research findings are discussed from a perspective of power relations in the organization, and their significance is presented. Practical implication – The usage of the coaching tool, not only for its original purpose, but also for evaluating and controlling executives tacitly, can hurt the coaching process, and its authenticity. Originality value – The concept of “tacit evaluation” was developed for this research, and the concept of the coaching process as a tacit tool of control and supervision can help us to better understand the coaching process, and its covert and overt components.

Original languageEnglish
Pages (from-to)75-88
Number of pages14
JournalJournal of Management Development
Issue number1
StatePublished - 8 Feb 2016


  • Coaching
  • Israel
  • Management development
  • Performance evaluation
  • Qualitative research

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting (miscellaneous)


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