Perspectives on effective coaching by those who have been coached

Abstract

Studies on coaching have largely explored effectiveness from the perspective of a coach or employing organization rather than that of the employee or coachee. There has also been a focus on ‘successful’ coaching, but little is known about unsuccessful coaching or the hindrances to achieving coaching success. Many empirical studies on training interventions have found that support and help for employees from managers and others within the workplace enhances training effectiveness and there is an assumption in coaching studies that this will also be true for coaching interventions. This study addresses the gap in academic literature by exploring survey responses from 296 industry professionals in 34 countries who had been, or were currently being, coached. The study found that facing barriers during the period of coaching engagements was common and we present a categorization framework of six barrier categories. Our analysis suggests that three of these barrier categories may be predictive of coachee perceptions of limited coaching effectiveness: difficulties with a coach; coaching relationships and overall coaching experience. The study also provides empirical evidence that suggests a lack of support from within an employing organization is not predictive of limited coaching effectiveness.

Quo Vadis? A study of the state and development of coaching in Portugal

“…Although perceived at times as a solution for poor performance, coaching incorporates in fact a broader developmental and empowerment perspective, to the extent that it is even recognized as an organizational development intervention. Hence, consistent with other initiatives in the HRD field, it is aimed at the development of individuals, groups and organizations (Carter et al, 2017;Hamlin et al, 2008).…”

“…These results are in line with Graßmann and Schermuly () who found the same side effects among those ranked highest by the coachees. Similarly, Carter and colleagues (), again from the coachees’ standpoint, found that the main barriers to coaching effectiveness were issues connected to the relationship with the coach.…”

“…This is potentially very detrimental to the practice of coaching. As Carter et al () found, possible issues arising during coaching interventions, from the coachees’ perspective, involve the coach being inflexible and overly focused on one area of business. We believe this may happen when a coach approaches the practice as something purely technical.…”

“…Other such side effects may appear and include seeing one's goals modified or having to deal with in‐depth problems that could not be dealt with in the coaching sessions. Carter and colleagues () also mentioned goal changing as one of the barriers mostly found by coachees. In the Portuguese context, we lack specific information on the positive and negative perceived effects of coaching, but it is important to explore both sides of the coin as they may have important repercussions on the way this professional activity is seen in society.…”

“…In the Portuguese context, we lack specific information on the positive and negative perceived effects of coaching, but it is important to explore both sides of the coin as they may have important repercussions on the way this professional activity is seen in society. Moreover, it is important to collect the coaches’ perspective on coaching outcomes, as well as that of the coachees (Carter et al , ). Hence, we proposed our final research question:

Research Question 4: What are the most relevant consequences (positive and negative) observed and mentioned by coaches in Portugal?

…”