Coaching and its effectiveness in organizations: Reflecting on a decade of research, looking forward to future challenges

Annual editorial overview 2015.

ABSTRACTMeta-analytic results have established that workplace coaching is effective, however, little is known about the determinants of coaching effectiveness. This paper reports an inclusive systematic literature review, covering the quantitative and qualitative research on workplace coaching. We focus on seven promising areas in the current workplace coaching literature that emerged by the synthesis of 117 empirical studies: self-efficacy, coaching motivation, goal orientation, trust, interpersonal attraction, feedback intervention, and supervisory support. The major contribution of our paper is the systematic integration of well-established theoretical constructs in the workplace coaching context and the new insights we provide in the synthesis of these literatures. Based on our review, we provide specific recommendations to be addressed in future research, including recommended research methodologies, which we propose will significantly progress the field of workplace coaching theory and practice.

Purpose This paper uses the InsideTrack Coaching Certification program as a case illustration to show how high-quality training programs can use empirical literature to create a theory of change linking coaches’ competencies to long-term benefits for learners, including improved self-efficacy, sense of belonging, autonomy and growth mindset for educational and career advancements. By examining the positive effects of academic and workplace coaching in scholarly literature, this review proposes that effective coaching, which directly impacts learners’ outcomes, requires the development of coaches’ competencies. Design/methodology/approach Using a literature review, this paper explores academic and workplace coaching interventions that identify positive competency-based and developmental outcomes for coaches and learners. Findings Following an integrative review of the coaching literature, the findings of this study suggest the InsideTrack coaching certification program and its theory of change model align with empirical evidence of positive coaching outcomes. Practical implications The positive effects of academic and workplace coaching on coaches and learners are compelling. This review integrates this evidence with InsideTrack coaching methodology to propose a coach training model that could improve coaches’ competencies and learners’ outcomes. Originality/value While meta-analyses and empirical studies demonstrate the positive effects of coaching, there is limited scholarly attention linking coaches’ expertise to positive outcomes for learners through an integrated theory of change model. This review demonstrates how the InsideTrack theory of change model for coach and learner outcomes is supported by the literature.

Workplace coaching is an organizational intervention that is designed to support and enhance individual and organizational performance. This article deals with workplace coaching, not life coaching, personal coaching, or sports coaching, although some publications cited may also have relevance for life coaching, personal coaching, or sports coaching. Workplace coaching is a relatively new field, with most of the research being conducted since 1995 – although a few earlier studies date as far back as 1937, when C. B. Gorby published “Everyone Gets a Share of the Profits” (Gorby 1937, cited under History and Trends in Workplace Coaching). Coaching is now widely used in organizations in a variety of different ways to achieve a range of different outcomes. The term is increasingly being applied to situations and environments that range from leadership development and career transition to supporting health-care interventions and improving safety outcomes. This diversity has led to confusion about the nature of coaching and its boundaries and, arguably, misunderstanding and misuse. Among academics and practitioners, opinions differ about the definition of coaching. Two definitions are offered to help clarify the terminology. In Coaching for Performance: GROWing People, Performance and Purpose (Whitmore 2017, cited under Coaching Practice and Skills), John Whitmore suggests that: “Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” (p. 8). He notes that “the dual generic goals of coaching are to deepen a person’s self-awareness and to increase the individual’s personal responsibility” (pp. 70–88). Jonathan Passmore and Annette Fillery-Travis in Passmore and Fillery-Travis 2011 (cited under History and Trends in Workplace Coaching) offer a technical definition of coaching: “a Socratic-based, future-focused dialogue between a facilitator (coach) and a participant (coachee/client), where the facilitator uses open questions, summaries and reflections which are aimed at stimulating the self-awareness and personal responsibility of the participant” (p. 74). This article will be of use to academics, researchers, practitioners, and students at undergraduate and postgraduate levels, in addition to students in high school.

This study presents a meta‐analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager–subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizations, which we examine meta‐analytically ( k = 17). Our analyses indicated that coaching had positive effects on organizational outcomes overall (δ = 0.36), and on specific forms of outcome criteria (skill‐based δ = 0.28; affective δ = 0.51; individual‐level results δ = 1.24). We also examined moderation by a number of coaching practice factors (use of multisource feedback; type of coach; coaching format; longevity of coaching). Our analyses of practice moderators indicated a significant moderation of effect size for type of coach (with effects being stronger for internal coaches compared to external coaches) and use of multisource feedback (with the use of multisource feedback resulting in smaller positive effects). We found no moderation of effect size by coaching format (comparing face‐to‐face, with blended face‐to‐face and e‐coaching) or duration of coaching (number of sessions or longevity of intervention). The effect sizes give support to the potential utility of coaching in organizations. Implications for coaching research and practice are discussed. Practitioner points Our meta‐analysis supports the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria. Our findings indicate that coaching was more effective when conducted by internal coaches and when multisource feedback was excluded. Workplace coaching was effective whether conducted face‐to‐face or using blended techniques (i.e., blending face‐to‐face with e‐coaching).

Workplace coaching is growing rapidly and many organisations use it as a way to motivate and support their employees in their careers. This paper is a theoretical paper that draws upon the authors' experiences of workplace coaching. The author discusses the main aspects of successful workplace coaching while it summarises the most important behaviours and attitudes of an effective workplace coach.

Organizational psychology and psychological aspects in the teaching and learning process play a crucial role in creating a productive and effective environment, both in organizational and educational contexts. Organizational psychology focuses on individual behavior within organizations and how interactions among individuals affect collective performance. In the world of education, psychological aspects are used to evaluate important characteristics such as intelligence, personality, interests, and academic achievements. This research explores the relationship between organizational psychology principles and spirituality from the perspective of the hadith of Prophet Muhammad ﷺ. The first hadith reveals about motivation in an organization, where someone can participate out of fear or love, while the second hadith emphasizes the importance of choosing the right time and conditions in the learning process to avoid boredom. This research aims to explore how the hadith perspective related to organizational psychology and spirituality can be applied to improve quality and effectiveness in organizations and education. Using a qualitative approach and literature study methods, this research analyzes hadith texts and relevant literature in organizational psychology and education. Data is analyzed through a content and interpretative approach to explore the relevance of psychological principles in this context. The research results are expected to provide new insights into the application of organizational psychology and mental health in improving learning effectiveness and performance in educational organizations

Orientation: Lack in congruence amongst industrial and organisational psychologists (IOPs) as to the conceptualisation of its profession poses a significant risk as to the relevance, longevity and professional identity of the profession within the South African context.Research purpose: This study aimed to explore the professional identity of IOPs within the South African context. Specifically, the aim of this study was four-fold: (1) to develop a contemporary definition for IOP, (2) to investigate IOP roles, (3) to determine how the profession should be labelled and (4) to differentiate IOP from human resource management (HRM) from IOPs’ perspectives within South Africa.Motivation for the study: IOPs do not enjoy the same benefits in stature or status as other professions such as medicine, finances and engineering in the world of work. IOPs need to justify its relevance within organisational contexts as a globally shared understanding of ‘what it is’, ‘what it does’ and ‘what makes it different from other professions’, which is non-existent. In order to enhance its perceived relevance, clarity as to IOPs professional identity is needed.Research design, approach and method: A post-positivistic qualitative content analytic and descriptive research design was employed in this study. Data from practising industrial and organisational psychology (IOP) within South Africa (N = 151) were gathered through an electronic web-based survey and were analysed through thematic content analysis.Main findings: The results indicate that IOP in South Africa seeks to optimise the potential of individuals, groups, organisations and the community by implementing scientific processes to support both individual and organisational wellness and sustainability. ‘Work Psychology’ was considered a more fitting professional designation or label than industrial and/or organisational psychology. The industrial psychologist’s major roles related to the well-being and development of employees. A clear distinction between a more dynamic, pro-active approach of IOP compared to a more transactional approach of HRM was also evident. IOP within South Africa appears to have a community development function.Practical/managerial implications: The longevity, relevance and impact of IOP as a profession requires alignment amongst practitioners as to shared common professional identity.Contribution/value-add: This study provides a contemporary understanding of the roles, functions, labels and unique value proposition of industrial and organisational psychology within the South African context.

Orientation: Qualitative research is marked by phenomenal growth and development over the years.Research purpose: This article aims to offer insight into the emerging qualitative methodologies used in the fields of Psychology, Industrial and Organisational Psychology and Human Resource Management.Motivation for the study: The value of qualitative organisational research has been recognised since the 1970s. Regardless of its perceived value, national and international trends show a greater tendency for quantitative research.Research design, approach and method: This article investigates qualitative articles (n = 242) published over two decades in the South African Journal of Industrial Psychology (SAJIP), South African Journal of Psychology (SAJP), and the South African Journal of Human Resource Management (SAJHRM). More specifically, a content analysis was conducted to highlight the trends of paradigms, designs and analysis methods employed in the studies.Main findings: Although there seems to be a slight increase in qualitative publications over the years, qualitative studies show a lower volume than its counterparts. The SAJIP published the least qualitative articles when compared to the SAJP and SAJHRM. There is a pattern of preference for specific paradigms and methods in all the journals. Overall, all the journals carry a large number of articles that do not specifically state their paradigmatic alignment or the designs they used, while some articles omits the methodology used in the studies altogether.Practical/managerial implications: The results indicate a clear need for increased exposure to qualitative methodology, both by publishing more qualitative studies in local journals and by providing formal training opportunities. A publication does not solely rely on authorship, but also on a review process. Therefore certain adjustments in this process may lead to more and better qualitative publications in future.Contribution/value-add: This article provides a critical analysis of the current trends and developments in qualitative research conducted in Industrial and Organisational Psychology(IOP) research in South Africa. The study identifies dominant methodologies in use, and thereby identifies possible opportunities to expand the ‘methodological menu’ of IOP research.

Journal of Occupational and Organizational PsychologyVolume 84, Issue 4 p. 625-632 Editorial A closer look at JOOP Jan de Jonge, Corresponding Author Jan de Jonge Human Performance Management Group, Eindhoven University of Technology, The Netherlands Professor Jan de Jonge, Human Performance Management Group, Department of Industrial Engineering and Innovation Sciences, Eindhoven University of Technology, P.O. Box 513, 5600 MB Eindhoven, The Netherlands (e-mail: j.d.jonge@tue.nl).Search for more papers by this author Jan de Jonge, Corresponding Author Jan de Jonge Human Performance Management Group, Eindhoven University of Technology, The Netherlands Professor Jan de Jonge, Human Performance Management Group, Department of Industrial Engineering and Innovation Sciences, Eindhoven University of Technology, P.O. Box 513, 5600 MB Eindhoven, The Netherlands (e-mail: j.d.jonge@tue.nl).Search for more papers by this author First published: 16 November 2011 https://doi.org/10.1111/j.2044-8325.2011.02047.xCitations: 4Read the full textAboutRelatedInformationPDFPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessClose modalShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume84, Issue4December 2011Pages 625-632 RelatedInformation RecommendedIs JOOP of only academic interest?Toby Wall, Journal of Occupational and Organizational PsychologyAcademics, practitioners and the Journal of Occupational and Organizational Psychology: Reflecting on the issuesGillian Symon, Journal of Occupational and Organizational PsychologyEpistemology and work psychology: New agendasPhil Johnson, Catherine Cassell, Journal of Occupational and Organizational PsychologyA mixed blessing? State mindfulness change, ego depletion and counterproductive work behaviourXiaoming Zheng, Dan Ni, Xin Liu, Mengyi Zhang, Journal of Occupational and Organizational PsychologyStaying connected and feeling less exhausted: The autonomy benefits of after‐hour connectivityWard van Zoonen, Jeffrey W. Treem, Anu E. Sivunen, Journal of Occupational and Organizational Psychology

This study contributes to research on how workplace coaching works by examining learning processes as a mediating mechanism of the impact of problem‐specific interventions on goal attainment. This has rarely been investigated. Fifty‐five coach–coachee dyads with 51 coaches and 55 coachees participated in the study. Workplace coaching lasted seven to eight coaching sessions in average. Coaches and coachees gave ratings in each session. We analysed this data (NLevel2 = 55, NLevel1 = 335–407) using longitudinal multilevel structural equation modelling accounting for the nested data structure. As expected, coachees' perceived goal attainment increased throughout the coaching process. The results of the study also revealed the mediating role of learning processes in the impact of problem‐specific interventions, specifically clarification of meaning and mastery/coping, and, but to a lesser extent, implementation actuation, on goal attainment in coaching. Data for all hypothesised models showed a good or acceptable model fit. In contrast, the model fit was poor, when we explored differential mediation effects, which supported only single‐loop learning as a mediator. These results underscore the importance of stimulating learning processes through specific interventions to improve the effectiveness of workplace coaching.

Background Welcome to this new journal – the Scandinavian Journal of Work and Organizational Psychology. The field of Work and Organizational Psychology has a long and strong tradition in Scandinavia. Typical studies within this field have focused on work environment issues, such as psychosocial working conditions, meaningfulness and influence at work. The focus on intervention and evaluation of work and organizational initiatives – focusing on the improvement of working life – has also been important in this research tradition. In a European and global context, there are relevant and prestigious journals covering the research field, such as the European Journal of Work and Organizational Psychology, Journal of Occupational and Organizational Psychology, and Work & Stress (just to name a few important journals). In addition, the Scandinavian region also has their relevant journals such as the Scandinavian Journal of Work, Environment & Health and the Nordic Journal of Working Life Studies. However, we believe that there is a need for a journal focusing on Work and Organizational Psychology issues in particular, and with relevance for a Scandinavian context. In this respect, we want to emphasize that our view on Work and Organizational Psychology is that it is a field in the cross section of many disciplines. Thus, bringing together findings and scientific advances in the field means broadening the scope and inviting researchers from many different disciplines. Consequently, researchers with a background in for example Psychology, Sociology, Business Administration, Work Science, Economics, Medicine, Epidemiology, and Education, have proven to engage in research questions relating to the Work and Organizational Psychology field. Thus, maintaining the methodological and stringent tradition of Work and Organizational Psychology, we encourage contributions from researchers from many closely related disciplines, as the research question must be at the center of the journal’s interest. The Scandinavian tradition is, as mentioned above, related to research issues with a specific focus on working conditions and the work environment. However, from our point of view Work and Organizational Psychology has a focus of studying the individual in relation to its environment, the working life. This is done both by focusing on the individual and by focusing on the organizational and the societal environment, or by focusing on the interaction between these fields. With this journal we want to preserve the stringent research tradition but include issues from the whole spectrum of working life. In short, we encourage studies that focus on the relation between the individual and working life, whether it being with a traditional working conditions focus or an interest in more upcoming topics such as sustainability and ethics in working life for example.

The study addressed here explores the evolution and importance of Organizational and Occupational Psychology over time, highlighting the lack of clarity in initial conceptions of human beings in organizations and the concept of work. Currently, Organizational Psychology aims to understand the worker and promote human dignity in work relationships, representing a significant transformation in perspective over the years. Noted, in the face of rapid changes in the work context, the role of Organizational and Occupational Psychology has expanded beyond simple personnel assessment and selection. The approach has evolved, incorporating aspects such as interests, motivations, employee satisfaction, and the development of systems and teams focused on safety, health, comfort, and productivity. Currently, organizational psychologists play crucial roles in practices related to mental health at work, training planning, and staff development, in addition to addressing labor issues such as stress reduction, absenteeism, retirement, and the inclusion of individuals with disabilities in appropriate positions. The role of psychologists in organizations is summarized as being facilitators and consciousness raisers for various groups in the institution, considering the health and subjectivity of individuals, business dynamics, and integration into the broader context of the organization. The activities performed by organizational psychologists, grounded in psychological techniques and instruments, have the potential to promote not only the company’s development but also the individual growth of workers and a positive impact on society. In summary, the text provides a comprehensive view of the evolution and role of Organizational and Occupational Psychology, highlighting adaptation to changes in the work environment and the increasing complexity of labor relations. By exploring the perspectives of Organizational Psychology in Administration, we understand how this discipline plays a crucial role in the effective management of organizations, positively influencing not only the individual aspects of employees but also the overall functioning and sustainability of companies.

PurposeIn order to address the need for greater understanding about the occupational and practice determinants of effective workplace coaching, the purpose of this paper is to examine the associations of two coaching practice factors (coaching format and external vs internal coaching provision), and coachees’ job complexity with perceived outcomes from coaching.Design/methodology/approachA survey of 161 individuals who had received workplace coaching was conducted. Participants provided data on two outcome criteria (self-reported work well-being and personal effectiveness at work).FindingsAnalysis indicated that external coaches and blended format coaching were most strongly associated with work well-being outcomes. The examination of interaction effects showed that coaching provided by external coaches was more strongly associated with outcomes for individuals working in the most complex job roles.Originality/valueThe original contribution of the authors’ findings is in terms of the implications for coaches, managers and HR practitioners by showing how coaching can be implemented differentially and most effectively based on desired outcome criteria and features of coachees’ job situations.

The 3rd Australian Industrial and Organisational Psychology Conference was attended by 497 industrial and organisational psychologists from Australia, New Zealand, North America, Europe, and Asia. One hundred and twenty eight individual contributions were organised into nine invited symposia (comprising 33 abstracts), six symposia (comprising 20 abstracts), seven individual presentations (comprising 27 abstracts), 31 poster abstracts, six practice forums, three best papers, and eight keynote address abstracts (including the opening and closing addresses). In addition, a total of 398 individuals attended the seven pre-conference workshops. Phillip Ackerman (Georgia Institute of Technology), Walter Borman (University of South Florida), Joyce and Robert Hogan (Hogan Assessment Systems), Ruth Kanfer (Georgia Institute of Technology), Deniz Ones (University of Minnesota), Benjamin Schneider (University of Maryland), and Michael West (The University of Aston) are leaders in their respective areas, and provided workshops in areas central to industrial and organisational psychology.The eight keynote addresses were presented by international and national identities of the highest standing in industrial and organisational psychology. Benjamin Schneider from the University of Maryland integrated the services marketing literature with traditional topics in industrial and organisational psychology in his opening address, entitled Services Management and Industrial and Organisational Psychology: Lessons Learned. Walter Borman from the University of South Florida discussed citizenship performance in his paper, entitled Citizenship Performance: Its Nature, Antecedents, and Measurement. Deniz Ones from the University of Minnesota considered the predictive utility of conscientiousness in her paper, entitled A Theory of Conscientiousness at Work: Theoretical Foundations and Empirical Evidence. Robert Hogan from Hogan Assessment Systems discussed the importance of leadership for organisational effectiveness in his paper, entitled Personality, Leadership, and Organisational Effectiveness. Phillip Ackerman from the Georgia Institute of Technology considered described a theory of adult intellectual development in his paper, entitled Adult Intellectual Development: Trait Complexes and the World of Work. Ruth Kanfer from the Georgia Institute of Technology presented a framework for understanding motivational traits and skills in her paper, entitled Motivational Traits and Skills. Michael West from The University of Aston considered teamwork effectiveness in his paper, entitled The Human Team: How It Works and Why It Fails. Phyllis Tharenou from Monash University examined the discipline of industrial and organisational psychology in her closing address, entitled The Relevance of Industrial and Organisational Psychology to Contemporary Organisations: Are We Y2K Compliant?