Detalhes bibliográficos
| Ano de defesa: |
2019 |
| Autor(a) principal: |
Dias, Júlio Rosa
 |
| Orientador(a): |
Trevisan, Leonardo Nelmi |
| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Pontifícia Universidade Católica de São Paulo
|
| Programa de Pós-Graduação: |
Programa de Estudos Pós-Graduados em Administração
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| Departamento: |
Faculdade de Economia, Administração, Contábeis e Atuariais
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| País: |
Brasil
|
| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
https://tede2.pucsp.br/handle/handle/22412
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Resumo: |
Among executive development program options, executive coaching is among the most commonly used options in organizations. This process involves at least three stakeholders (the organization, the coach, and the coachee), each of whom has interests or expectations within the process that may not be aligned with the interests or expectations of the other participants. This generates multiple agendas that may interfere with the achievement of the objectives set for the program. This dissertation aims to verify how the professionals that act as coach perceive and treat the multiple agendas generated in the process of executive coaching. For this, an exploratory and qualitative research was conducted through interviews with coaches, using the content analysis technique to perform the analyzes. The research results showed that (i) the multiple agendas are inherent in the executive coaching process; (ii) the perception of each multiple agenda involves subjective factors on the part of the participants, which allows different treatments, and even opposites, for each of them; and (iii) the most used evaluative method that allows the discovery and treatment of multiple schedules is the feedback method |
