Abstract: Leaders of corporations existing in this global economy endure and face complexities of uncharted precedents and leadership is foundational to the success and sustainability of this navigational process. Transformational leadership and self-efficacy are primary constructs, which profile successful leadership, and executive coaching is instrumental in defining the development of these constructs. This research project added empirical data to the inventory of knowledge of these three constructs transformational leadership, self-efficacy, and executive coaching through a quantitative study with a descriptive correlational design. The relationship was studied between transformational leadership, self-efficacy, and the propensity to pursue executive coaching. One-hundred and eighty-six respondents were surveyed with 110 respondents completing the survey. The MLQ5x and the NGSES assessment tools were utilized to assess and have respondents self-rate their transformational leadership and self-efficacy. Four research questions and alternative hypotheses were formulated to ascertain the relationships and links between the independent variables, transformational leadership and self-efficacy, and the dependent variable, executive coaching. The results demonstrated relationships between transformational leadership and self-efficacy, and transformational leadership and executive coaching. Evidence was produced to support further research into these variables and their correlated relationships. Finally, the results produced original information and knowledge into understanding the variables on the propensity to pursue executive coaching. Recommendations for continued research based on this foundational study were provided.
Keywords: Control theory,Executive coaching,Leadership,Self-efficacy, Transformational leadership