This paper explores the value of coaching in organisations. Assessing the impact of coaching through typical effectiveness measures may identify measurable outcomes, but risks missing the contribution of intangible and unplanned outcomes. Using grounded theory methodology, this qualitative study amalgamated perspectives on the value of coaching from 29 employees comprising coachees, line managers and organisational decision-makers across public and private sector organisations. The findings suggest that intangible personal outcomes of coaching could be playing a pivotal role in helping organisations achieve their people strategies, in particular leadership development and employee engagement.
De HaanE., CulpinV., & CurdJ. (2011). ‘Executive coaching in practice: what determines helpfulness for clients of coaching?’Personnel Review, 40(1), pp.24–44.
11.
De HaanE., & DuckworthA. (2013). ‘Signalling a new trend in executive coaching outcome research’. International Coaching Psychology Review, 8(1), pp.6–19.
12.
De MeuseK.P., DaiG., & LeeR.J. (2009). ‘Evaluating the effectiveness of executive coaching: beyond ROI?’Coaching: An International Journal of Theory, Research and Practice, 2(2), pp.117–134.
13.
Du ToitA. (2007). ‘Making sense through coaching’. Journal of Management Development, 26(3), pp.282–291.
14.
Fillery-TravisA., & LaneD. (2006). ‘Does coaching work or are we asking the wrong question?’International Coaching Psychology Review, 1(1), pp.23–36.
15.
GrantA.M. (2012). ‘ROI is a poor measure of coaching success: towards a more holistic approach using a well-being and engagement framework’. Coaching: An International Journal of Theory, Research and Practice, 5(2), pp.74–85.
16.
GrantA.M., CurtayneL., & BurtonG. (2009). ‘Executive coaching enhances goal attainment, resilience and workplace well-being: a randomised controlled study’. The Journal of Positive Psychology, 4(5), pp.396–407.
17.
GrantA.M., PassmoreJ., CavanaghM.J., & ParkerH. (2010). "The State of Play in Coaching Today: A Comprehensive Review of the Field’. Annual Review of Industrial & Organizational Psychology25, pp.125–168. Chichester: Wiley.
JonesR.J., WoodsS.A., & GuillaumeY.R.F. (2016). ‘The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching’. Journal of Occupational and Organizational Psychology, 89, pp.249–277.
20.
KolbD.A. (1984). Experiential learning: Experience as the source of learning and development (Vol. 1). Englewood Cliffs, NJ: Prentice-Hall.
21.
KombarakaranF.A., YangJ.A, BakerM.N., & FernandesP.B. (2008). ‘Executive Coaching: It Works!’Consulting Psychology Journal: Practice and Research, 60(1), pp.78–90.
22.
LeeG., & RobertsI. (2010). "Coaching for authentic leadership". In: PassmoreJ. (ed.), Leadership Coaching: Working with leaders to develop elite performance. Kogan Page: London, Philadelphia, New Delhi, Chapter 2, pp.17–34.
23.
Leonard-CrossE. (2010). ‘Developmental coaching: Business benefit – fact or fad? An evaluative study to explore the impact of coaching in the workplace’. International Coaching Psychology Review, 5(1), pp.36–47.
24.
McCallM., & McCauleyC. (2014). ‘Experience-driven leadership development: Surveying the terrain’. In: Using experience to develop leadership talent: How organizations leverage on-the-job development. John Wiley & Sons, Chapter 1, pp.3–15.
MillsJ., BonnerA., & FrancisK. (2006). ‘The Development of Constructivist Grounded Theory’. International Journal of Qualitative Methods, 5(1), Article 3, pp.1–10.
PassmoreJ. (2010). ‘A grounded theory study of the coachee experience: The implications for training and practice in coaching psychology’. International Coaching Psychology Review, 5(1), pp.48–62.
30.
PaulR., & ElderL. (2006). ‘Critical Thinking: The nature of critical and creative thought’. Journal of Developmental Education, 30(2), pp.34–35.
31.
PonterottoJ.G. (2005). ‘Qualitative Research in Counseling Psychology. A primer on research paradigms’. Journal of Counseling Psychology, 52(2), pp.126–136.
32.
PorterM.E. (1985). Competitive Advantage: Creating and Sustaining superior Performance. New York: FreePress.
33.
RekaldeI., LandetaJ., & AlbizuE. (2015). ‘Determining factors in the effectiveness of executive coaching as a management development tool’. Management Decision, 53(8), pp.1677–1697.
34.
RobertsonI.T., & CooperC.L. (2010). ‘Full engagement: the integration of employee engagement and psychological well-being’. Leadership & Organization Development Journal, 31(4), pp.324–336.
35.
SoneshS.C., CoultasC.W., MarlowS.L., LacerenzaC.N., ReyesD., & SalasE. (2015). ‘Coaching in the wild: Identifying factors that lead to success’. Consulting Psychology Journal: Practice and Research, 67(3), pp.189–217.
36.
SpreitzerG.M., McCallM.W., & MahoneyJ.D. (1997). ‘Early identification of international executive potential’. Journal of Applied Psychology, 82(1), p.6.
37.
SternL. (2004). ‘Executive Coaching: A Working Definition’. Consulting Psychology Journal: Practice and Research, 56(3), pp.154–162.
38.
SusingI. (2016). ‘Coaching at the Top: Optimizing the Impact of Senior Leaders’. OD Practitioner, 48(4), pp.13–19.
39.
SusingI., GreenL.S., & GrantA.M. (2011). ‘The potential use of the Authenticity Scale as an outcome measure in executive coaching’. The Coaching Psychologist, 7(1), pp.16–25.
40.
TheeboomT., BeersmaB., & van VianenA. (2014). ‘Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context’. The Journal of Positive Psychology, 9(1), pp.1–18.
41.
Tschannen-MoranB. (2014). ‘Skills and Performance Coaching’. In: CoxE., BachkirovaT., & ClutterbuckD. (eds.), The Complete Handbook of Coaching. 2nd edition. London: Sage, pp.201–214.
42.
TzokasN., & SarenM. (1997). ‘Building relationship platforms in consumer markets; a value chain approach’. Journal of Strategic Marketing, 5, pp.105–120.
43.
WorthS. (2012). An exploration of coaching women towards authenticity in the workplace: A heuristic study with women in academia. Doctorate Thesis, Oxford Brookes University.
44.
ZeusP., & SkiffingtonS. (2006). The Complete Guide to Coaching and Work. Rooseville NSW Australia: McGraw Hill.
