A literature review on negative effects of coaching – what we know and what we need to know

Schermuly, Carsten C.; Graßmann, Carolin

doi:10.1080/17521882.2018.1528621

Cited by 37 publications

(27 citation statements)

References 51 publications

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“…Future research should investigate the differential effects of working alliance for the emergence and reduction of unintended negative effects for clients. This may include longitudinal designs, where clients and coaches evaluate their working alliance and outcomes after each session, and qualitative designs to explore how clients and coaches react once unintended negative effects emerge (see Schermuly and Graßmann, 2018, for a research model on unintended negative effects).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The relationship between working alliance and client outcomes in coaching: A meta-analysis

2019

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A growing number of studies emphasize the working alliance between the client and the coach to be a key factor in coaching. Synthesizing 27 samples ( N = 3563 coaching processes), this meta-analysis sheds light on the relationship between working alliance and a broad range of coaching outcomes for clients. The meta-analytic results indicate a moderate and consistent overall relationship between a high-quality working alliance and coaching outcomes for clients ( r = .41, 95% CI [.34, .48], p < .001). Working alliance was positively related to all desirable coaching outcomes (range: r = .32 to .64), with the strongest relationship to affective and cognitive coaching outcomes. Moreover, working alliance was negatively related to unintended negative effects of coaching ( r = –.29). Results revealed no differences regarding the type of clients, coaches’ expertise, number of coaching sessions, and clients’ or coaches’ perspectives. Similar to other helping relationships like psychotherapy or mentoring, the results support the importance of a high-quality working alliance in coaching.

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Section: Theoretical Implicationsmentioning

confidence: 99%

The relationship between working alliance and client outcomes in coaching: A meta-analysis

2019

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“…The breadth of topics “flooding” the coaching intervention presents a challenge to coaching. Research on WPC shows that negative effects of coaching for the coachee arise in particular when too many different topics are dealt with during the coaching engagement (Schermuly & Graßmann, 2018) and that including additional topics (such as multisource feedback) may distract from rather than support goal achievement (Jones et al, 2016). Against this background, it is likely that goal‐oriented activities were emphasized so strongly by our interviewees since they are a useful strategy for increasing the focus of coaching engagements, thereby facilitating coaching success (e.g.…”

Section: Discussionmentioning

confidence: 99%

Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

et al. 2020

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Coaching is increasingly used to support entrepreneurs across different stages of the entrepreneurial process. Due to its custom-tailored, active, and reflectionoriented approach, it has been suggested that it is particularly well suited to entrepreneurs' complex job demands. However, in the entrepreneurial context, the term coaching lacks a clear definition and is frequently used interchangeably with other types of support. We therefore sought to characterize entrepreneurial coaching (EC) and to position it relative to related interventions. We conducted 67 interviews with coaches (n = 44) and early-stage entrepreneurs (n = 23) experienced in EC. Using qualitative content analysis, we specify outcomes, input, process, and contextual factors for EC. Among process factors, we identify seven coach functions that reflect specific coach behaviors. Contextual factors include entrepreneurial job demands and institutional boundary conditions of "embedded" EC. Based on our findings, we position EC within a two-dimensional framework, consisting of the expert-versus process-consultation approach and the individual-work-venture focus. We locate the seven coach functions within this framework. Relative to other interventions, EC stands between classical workplace coaching and start-up consultancy, closer to, yet distinct from, entrepreneurial mentoring and executive coaching. We derive practical implications for coaches, entrepreneurs, and organizational stakeholders and propose directions for future research. Silja Kotte and Isabell Diermann share the first authorship. This work was supported by a research fund of the University of Kassel (P/76). Grateful acknowledgements are owed to our research assistants, Isabel Meyer zu Riemsloh and Sina Rogge, for their help with conducting and coding interviews. We thank Michael Mandahl and Frédéric Martin as well as the special issue editor, Rebecca Jones, and the anonymous reviewers for their valuable comments on earlier drafts of this paper.

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“…Goal attainment is the key outcome in coaching (Spence, 2007) but coaching provokes more outcomes than what has been intended, including unintended negative effects (see Schermuly & Graßmann, 2019). Negative effects for clients are all harmful and unintended results for clients that are caused by coaching and could also occur in successful coaching processes (Schermuly et al, 2014).…”

Section: Capabilities Of Ai Coaching Along the Coaching Process And Rmentioning

confidence: 99%

Coaching With Artificial Intelligence: Concepts and Capabilities

Graßmann¹,

Schermuly

2020

Human Resource Development Review

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Artificial intelligence (AI) has brought rapid innovations in recent years, transforming both business and society. This paper offers a new perspective on whether, and how, AI can be employed in coaching as a key HRD tool. We provide a definition of the concept of AI coaching and differentiate it from related concepts. We also challenge the assumption that AI coaching is feasible by challenging its capability to lead through a systematic coaching process and to establish a working alliance to clients. Based on these evaluations, AI coaching seems to encounter the greatest difficulties in the clients’ problem identification and in delivering individual feedback, which may limit its effectiveness. However, AI generally appears capable of guiding clients through many steps in the coaching process and establishing working alliances. We offer specific recommendations for HRD professionals and organizations, coaches, and developers of AI coaching programs on how AI coaching can contribute to enhance coaching practice. Combined with its lower costs and wider target group, AI coaching will likely transform the coaching profession and provide a future HRD tool.

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A literature review on negative effects of coaching – what we know and what we need to know

Cited by 37 publications

References 51 publications

The relationship between working alliance and client outcomes in coaching: A meta-analysis

The relationship between working alliance and client outcomes in coaching: A meta-analysis

Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

Coaching With Artificial Intelligence: Concepts and Capabilities

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