COACHING EFFECTIVENESS IN IDEATION OF PLN LDP LEVEL 3

• Main Author: Nur Fatimah, Sofie
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/80713
• Institution: Institut Teknologi Bandung

This research examined the coaching effectiveness within the Ideation of Leadership Development Program (LDP) Level 3 in PT. PLN (Persero). The coaching effectiveness variable is measured by applying the theory of Coach-Client Relationship based on previous research by Diller et al (2022). The theory of Coach-Client Relationship concludes how the relationship of coach and client, also known as coachee, can be used to predict the success of a coaching process through measuring Working Alliance – Goal and Task, Perceived Empathy, Perceived Need Supportive Behavior, and Closeness of coach and client. Facilitating meaning-making among people in organization is a crucial factor that needs to be prioritized by organizations and leaders in the initial stages of organizational change (Heuvel et al, 2013). Thus, this research also examined the theory of ADKAR model by Hiatt (2006) as a dependent variable through measuring Awareness, Desire, Knowledge, Ability, and Reinforcement perceived by the participants of Ideation 3 in the coaching process. The ADKAR model concludes the dynamics of individual level change in terms of individual competency development activity. Additionally, Ideation 3 also facilitates an innovative problem-solving process as a group project. According to Wageman (2006) in his Team Survey Diagnostic, one of the variables that can be considered to understand the effectiveness of a team activity is through process criteria. The theory of Team Effectiveness - Process Criteria is implemented as another dependent variable to see the effectiveness of coaching in terms of team project facilitation, by measuring Effort-Related, Strategy-Related, And Knowledge & Skill-Related Criteria Of Team Effectiveness. This research used a quantitative approach with distributing questionnaires as the main instruments. Online questionnaires were distributed to 19 individuals who met the necessary criteria, including being participants in Ideation 3 Batch 5 and holding positions as potential leaders three tiers beneath the board of directors, consisting of Managers in Service Units, Vice Presidents in subsidiaries, and Assistant Vice Presidents. The responses from the respondents were then being processed using IBM SPSS 27.0 application to get the results of the Descriptive Statistics and Inter-Correlation analysis. The findings of this research proved that all three variables above show Coach-Client Relationship, ADKAR, and Team Effectiveness - Process Criteria have significant correlations with one another. This finding highlights the necessity of a well-aligned coaching process to foster effective individual change readiness. Moreover, the finding also reveals that the coaching process extends beyond individual development and has a significant influence on team collaboration and effectiveness. A well-aligned coaching process can more effectively prepare individuals for the transitions and developments required in leadership roles and equip them to contribute positively to team environments. While this study contributes to a better understanding of coaching as a method for people development, there are some limitations concerning the sample and limited time of the study. Future research with a larger and varied sample, across-case data collection, and various additional data is 1 needed. Testing with before-after questionnaires, forum group discussions, and a mixed-method approach would be particularly interesting, including diverse leadership levels and genders.