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Po Lindvall

Evidence based executive coaching in practice

Theme: Context
Area: Coaching
Type: Research (with examples of how it has been applied in practice)

Session on Thursday, Jun 15th, 11:50
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During my research in the inter-disciplinary field of professional knowledge I have explored the ‘what’ but also the ‘how’ of the executive coaching process. As the process of coaching actually has not been researched. During this session I want to share some of the findings and facilitate a dialogue around some topics. What competence is needed to perform professional executive coaching or leadership coaching? In executive coaching it can be argued that there is a body of knowledge and it can help executive coaches to develop their intuition. Observe that competence here is defined as combination of knowledge, skills, intuition and behaviour.

Evidence based coaching is not the same as evidence based practice in engineering; so what does evidence based coaching mean in practice? To build a coaching business your competencies as a coach is central. This session will hopefully provide you with some new insights into knowledge of use and how you can deliberately develop your intuition and more deliberately choose style of coaching to best fit the coachee and his or her situational and cultural context.


Po Lindvall is an executive coach with twenty seven years experience of coaching and leadership development, a PhD candidate and EMCC International Research Vice-president from 2012-2015. He has coached business leaders in several sectors, as well as sports coaches and top athletes, several of them in national teams and also professional athletes. His doctoral thesis working title is ‘Bridging the gap between art and science in evidence based executive coaching’.

As he was a manager and a sports coach, and later became an executive coach to business managers, the creation of a high performance culture has been one of his main interests. Both in his role as a leader, and as a coach to leaders in organisations and sports teams. He has found that lasting high performances in an organisation is dependent on leaders ability to build high performance cultures, as ‘Culture Matters Most (Harvard Business Review, 2005). In 2005 he wrote a book in Swedish, ‘Coachologi’, were he researched some very interesting high performance cultures. Common among these cultures was a coaching leadership style, something he then named a coaching culture. A term that since then has been used by several researchers and the correlation between a high performance culture and a coaching culture is something that resent research supports.