skip navigation

PUBLICATIONS

Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.

 

NCJ Number: 221998 Find in a Library
Title: Executive Coaching for Law Enforcement
Journal: FBI Law Enforcement Bulletin  Volume:77  Issue:2  Dated:February 2008  Pages:18-23
Author(s): Steve Gladis Ph.D.; Suzi Pomerantz
Date Published: February 2008
Page Count: 6
Document: HTML
Publisher: https://www.fbi.gov/ 
Type: Technical Assistance
Format: Article
Language: English
Country: United States of America
Annotation: This article discusses the rationale for and steps in using an "executive coach" in order to provide expert guidance for law enforcement executives who are facing significant challenges for their agencies under the restraints of limited resources.
Abstract: Although executive coaches may have a specialty area, their expertise is in using a systematic method (a five-step process) to lead the executive of the client organization in addressing challenges and problems confronting the organization. The executive coach guides the executive in his/her decisionmaking through a process of precoaching, self-discovery and awareness, goal-setting and accountability, action learning and execution, and evaluation and revision. In the precoaching stage, the coach listens to why the agency believes it needs coaching for the executive. Most experienced coaches will refuse to assist organizations that view coaching as a last-ditch effort. Coaching should not be done in a climate of desperation, but rather in the context of commitment to improving the organization's efforts under the leadership of the current executive. The second step, self-discovery and awareness, involves the coach and client discussing what coaching is and how it differs from consulting and counseling. The third step, goal-setting and accountability, involves the executive and stakeholders meeting with the coach in sessions that result in a consensus about goals for the organization and how progress toward the goals can be measured. Step four, action learning and execution, involves the development of a strategic plan for reaching goals. The final step, evaluation and revision, involves the development of a system for evaluating progress toward goals and a method for revising operations in order to make them more effective in progressing toward organizational goals. 13 notes
Main Term(s): Police management
Index Term(s): Long range planning; Organization development; Police agencies; Technical assistance resources
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=243891

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.