Tim Theeboom

Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context

Whereas coaching is very popular as a management tool, research on coaching effectiveness is lagging behind. Moreover, the studies on coaching that are currently available have focused on a large variety of processes and outcome measures and generally lack a firm theoretical foundation. With the meta-analysis presented in this article, we aim to shed light on the effectiveness of coaching within an organizational context. We address the question whether coaching has an effect on five both theoretically and practically relevant individual-level outcome categories: performance/skills, well-being, coping, work attitudes, and goal-directed self-regulation. The results show that coaching has significant positive effects on all outcomes with effect sizes ranging from g = 0.43 (coping) to g = 0.74 (goal-directed self-regulation). These findings indicate that coaching is, overall, an effective intervention in organizations.

The differential effects of solution-focused and problem-focused coaching questions on the affect, attentional control and cognitive flexibility of undergraduate students experiencing study-related stress

Previous research has demonstrated that Solution-Focused (SF) coaching can help individuals to attain positive outcomes. However, not much is known about the processes through which these positive outcomes are achieved. In two experiments, we subjected undergraduate students to either SF or Problem-Focused (PF) questions about their study-related problems. In Experiment 1, we hypothesized and found that SF questioning (as compared to PF questioning) leads to higher positive affect (H1a) and lower negative affect (H1b). Contrary to our expectations, SF questions did not lead to higher attentional control (H2). In Experiment 2, we aimed to replicate the hypotheses for positive and negative affect and additionally hypothesized that SF questioning leads to higher cognitive flexibility (H3a). The results supported these hypotheses. However, our hypothesis that the differential effects of SF and PF questioning on cognitive flexibility are mediated by positive affect (H3b) was not supported. Theoretical and practical implications are discussed.

A temporal map of coaching

Economic pressures on companies, technological developments, and less stable career paths pose potential threats to the well-being of employees (e.g., stress, burn-out) and require constant adaptation. In the light of these challenges, it is not surprising that employees often seek the support of a coach. The role of a coach is to foster change by facilitating a coachees’ movement through a self-regulatory cycle with the ultimate aim of stimulating sustained well-being and functioning. While meta-analytic research indicates that coaching interventions can be effectively applied to assist employees in dealing with change, the current literature on coaching lacks solid theoretical frameworks that are needed to build a cumulative knowledge-base and to inspire evidence-based practice. In this conceptual analysis, we examine the coaching process through a temporal lens. By doing so, we provide an integrated theoretical framework: a temporal map of coaching. In this framework, we link seminal concepts in psychology to the coaching process, and describe which competencies of coachees are crucial in the different stages of change that coaching aims to bring about. During the preparatory contemplation stage, targeting coachees’ awareness by enhancing their mindfulness and environmental receptiveness is important. During the contemplation stage, coachees’ willingness and perceived ability to change are central competencies. We propose that coaches should therefore foster intrinsic goal orientation and self-efficacy during this stage. During the planning stage, coaches should focus on goal-setting and implementation intentions. Finally, during the maintenance/termination stage, stimulating coachees’ reflection is especially important in order to help them to integrate their learning experiences. The framework delineated in this paper contributes to the understanding of coaching as a tool to assist employees in dealing with the challenges of an increasingly dynamic work-environment and yields concrete suggestions for future theory development and research on coaching.

Coaching Psychology Research: A Journey of Development in Research

The purpose of this chapter is to explore the developmental journey of coaching research. The paper suggests that coaching research, like other areas, has migrated through a number of phases. It started with case study papers (phase 1) which largely looked at individuals or individual organizations from the perspective of the coach (usually a consultant). The second and third phases (phase 2 and 3) were more qualitative in nature, and included surveys and more sophisticated approaches such as grounded theory. The next phase (phase 4) has been the growth in randomised control trails. These papers have offered stronger evidence about the efficacy of coaching as an intervention. More recently (phase 5) there have been a number of meta-analysis papers published. For each phase, the authors will illustrate their arguments by selecting one or two relevant papers and offering a critical review of the paper, as well as specific phase of the research journey. The paper will conclude with a projected overview of the future of coaching psychology research and practice.

Coaching in Organizations – A Meta-Analytic Review of Individual Level Effects

Whereas coaching is enormously popular as a management tool, research on coaching effectiveness is lagging behind. An additional problem is that the studies on coaching that are currently available...