Internal Coaching Research Articles

Developing coaching cultures: a review of the literature

This paper provides a review of the literature on coaching cultures. It offers a frame of reference for future research to build on existing knowledge and understanding in this field. The review included literature from industry and education perspectives. The key terms ‘coaching’, ‘coaching cultures’ and ‘coaching in organisations’ were used to search the following sources: PsycINFO, Academic Search Complete and Business Source Complete. Additional texts were consulted and included to ensure a broad contextual basis for the discussion. The review is presented in five sections: definition of coaching cultures; the use of coaching to support organisational change; training staff within organisations to become internal coaches; coaching cultures in educational settings; and ways of creating coaching cultures. A review of current literature suggested that the creation of coaching cultures in organisations required the following: promotion through the organisation and targeted efforts by its senior leaders; coaching should be presented as an integrated part of the organisation or system; role modelling is essential and leaders should demonstrate strong personal commitment to the development of their own capabilities. Finally, some directions for further research are proposed.

Theoretical Traditions and Coaching Genres

The Problem The interdisciplinary nature of the theoretical base of coaching creates practical approaches that are strongly influenced by organization-friendly theories, and fields such as counseling, psychotherapy, and philosophy. This eclectic use of theory creates uncertainty and sometimes leads to criticisms of coaching as being atheoretical and underdeveloped empirically. So, it is a difficult task for human resource development (HRD) professionals and particularly buyers of coaching to judge the relevance of numerous traditions of coaching and evaluate them for their HRD agenda. The Solution We highlight the theoretical foundations of coaching and develop a structural analysis of coaching engagement to indicate the potential interplay between organizational and individual agendas and to help HRD professionals become better informed about the value of coaching in the context of wider HRD paradigms. The Stakeholders HRD professionals, external coaches, internal coaches, and line managers who use a coaching approach, peer coaches, and leaders will benefit from the content of this article.

A preliminary exploration of the working alliance and ‘real relationship’ in two coaching approaches with mental health workers

Objectives:The coaching relationship has been described as the catalyst for change. This study explores the coaching relationship by comparing the working alliance and the ‘real relationship’ – the undistorted and authentic experience of the other – in participants in skills coaching and transformational coaching.Design:A 2 (coaching condition) x 2 (time) factorial design was used.Method:Staff from community psychiatric recovery services were trained in a new service delivery approach (Collaborative Recovery Model), followed by coaching from internal coaches once per month to enhance implementation of the training. All trained staff were invited to participate in the research. Forty coachees met the requirements for inclusion in the study (>=3 coaching sessions in six months). Coaches completed a coaching alliance measure after each session. Coachees completed measures of working alliance and real relationship after six months of coaching.Results:Analyses indicated that the coaching relationship is stronger after receiving transformational coaching, from both coachees’ and coaches’ perspectives. Relationships developed over time in transformational coaching, but not with skills coaching.Conclusions:The results provide preliminary evidence that transformational coaching encourages the development of stronger coaching relationships. Future research should examine the effect of coaching approach on the outcomes of coaching.

Creating a coaching culture: relational field coaching

PurposeThis paper aims to highlight a link between the rise of executive coaching practice and less importance being place on growing a coaching culture in organizations. This paper seeks to outline how a coaching culture can be fostered through an emphasis on a relational field coaching approach.Design/methodology/approachThe main research method is based on case studies and action research from the author's own organizational practice.FindingsThe paper emphasizes that a focus on the context or situation of coaching is just as important as individual considerations in a coaching dyad.Practical implicationsThe paper calls for a review of the effectiveness of one‐to‐one coaching compared to establishing an organizational coaching culture.Originality/valueThis paper is a timely reminder to leaders, managers and HR practitioners to review the cost effectiveness of procuring external coaching versus developing internal coaching capability. In addition, it challenges organizations to refocus on the continuum of coaching interactions rather than just the “external expert” role.

External and Internal Coaches’ Perspectives About Overcoming Barriers to Universal Interventions

School-wide positive behavior support (SWPBS) has been widely adopted in schools across the nation. One reason might be the availability of statewide training and implementation support infrastructures in many states across the country. However, even with the availability of support, some schools experience barriers typical to systems change activities. The research purpose of this study was to investigate how problems with staff and administrator buy-in of the universal intervention manifest and are resolved from the perspective of internal and external coaches. A second purpose of this study was to investigate the similarities and differences in how external and internal coaches view staff buy-in issues and the process for research. A total of 18 participants (9 external and 9 internal SWPBS coaches) participated in the study. Findings suggest commonalities across the types of (a) barriers participants encountered, (b) climate and systems influences, and (c) strategies used to resolve barriers. The findings also suggest the importance of staff having firsthand successes and the need for universal teams to “stick with” implementation over a period of several years before changes in staff resistance were evident.

Developing coaching culture: are your managers good coachees?

Purpose – This paper's aim is to assist organizational development (OD) managers in the design and implementation of a coaching culture in their organization.Design/methodology/approach – This is a conceptual/discussion paper, which draws on case real world examples and is supported by the coaching literature.Findings – OD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.Originality/value – There is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.

Leadership competencies: a reference point for development and evaluation

PurposeThe purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers associated with an ageing workforce, leadership drain and the enticement of people into leadership roles.Design/methodology/approachA consultant was engaged to facilitate a review of the UOW Library's leadership situation. Key to this process and subsequent activities was the use of the Lominger Leadership competencies; measurable characteristics related to success in the workplace to establish the desired leadership profile. Career interviews, professional coaching and targeted assignments were integral to the development of needed competencies.FindingsThe paper finds that feedback from peers, managers and staff was a significant component of the evaluation strategy. Formal assessment took place through the use of the Lominger's VOICES® 360‐degree feedback instrument, an institutional employee climate survey and recertification against the Investors in People standard. Results showed improved self‐confidence in leaders, a greater preparedness to address underperformance, and that career and developmental plans were more considered and constructive in their design. Significant improvement in leadership performance was noted in a later employee climate survey.Practical implicationsA commitment by the executive or senior leadership team is critical to this type of developmental program. Considerable energy and time is required from all parties involved, e.g. scheduling time for workshops, coaching sessions, subsequent actions and review; challenging in an environment of ever‐increasing priorities. Challenging also is the management of perceptions and expectations of staff. There was some disaffection from staff who were not included in the first round of coaching. Subsequently, opportunities to support both external and internal coaching are being investigated.Originality/valueA commitment to new methods to support and evaluate leadership development initiatives resulted in changed perceptions of leadership aspiration, aptitude and ability. The identification of required competencies provided improved goal clarity, insight on how to become skilled in a given competency, and a reference point for evaluation. Importantly the performance of leaders has improved. There is qualitative and quantitative data to demonstrate both a commitment to leadership development and the application of desired behaviours associated with the competencies. The capacity to grow and promote from within has also improved; evidence that the succession management initiative is being achieved.

Developing coaching culture: are your coaching relationships healthy?

PurposeThe paper's aim is to assist OD managers in the design and implementation of a coaching culture in their organization.Design/methodology/approachThis is a conceptual/discussion paper, which draws on real world examples and is supported by the coaching literature.FindingsOD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.Originality/valueThere is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.

Developing coaching culture: are your managers motivated coaches? (Part 1)

PurposeThis paper aims to assist organizational development (OD) managers in the design and implementation of a coaching culture in their organization.Design/methodology/approachThis is a conceptual/discussion paper, which draws on real world examples and is supported by the coaching literature.FindingsOD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.Originality/valueThere is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.

Coaching models for leadership development: An integrative review

AbstractThe purpose of this article was to describe and compare coaching models and to address their relevance to the advancement of leadership. Coaching has become a popular strategy for leadership development and change in complex environments. Despite increasing popularity, little evidence describes the necessity and impact of coaching. An integrative literature review from 1996 to 2010, retrieved through seven databases, reference tracking, and consultation with academic networks, led to inclusion of peer‐reviewed articles on coaching models. Themes and critical elements in the selected coaching models were analyzed. The search yielded 1,414 titles. Four hundred twenty‐seven abstracts were screened using inclusion/exclusion criteria, and 56 papers were retrieved for full‐text screening. Ten papers were included: two coaching models from health care settings, seven from business settings, and one from a medical education institution. Critical components of coaching models are: coach–coachee relationship, problem identification and goal setting, problem solving, transformational process, and mechanisms by which the model achieves outcomes. Factors that impact positive coaching outcomes are: coach's role and attributes, selection of coaching candidates and coach attributes, obstacles and facilitators to the coaching process, benefits and drawbacks of external versus internal coaches, and organizational support. The elements of coaching models identified in this review may be used to guide future research on the effectiveness of coaching as a leadership strategy.

Internal consultation skill and linkage with the critical strategic roles of HR practitioners in Malaysia

PurposeThe purpose of this study is to understand the relationship between the role of internal consultant and role of the HR practitioners in the manufacturing companies of Malaysia.Design/methodology/approachThree main elements in the competency of internal consultation are measured. They are: knowledge in the area of project management; internal coaching ability; and the ability to be a solution provider.FindingsThe HR practitioner needs to overcome many barriers to reach the ultimate goal of becoming a strategic partner in his or her organisation. The findings suggest that the HR executive that understands business strategy is more likely to develop HR processes and procedures that support the implementation of a business strategy and are therefore, better able to involve themselves in organisational development activities on a deeper level.Research limitations/implicationsThis study by its very nature is limited by virtue of its having been carried out only on manufacturing companies in Johor, the Southern‐most state of Malaysia. Thus, its findings cannot be generalised. The number of respondents in this study was relatively small (89) and does not fully represent the thousands of HR managers employed by manufacturers in Malaysia.Practical implicationsEven though the findings cannot be used to reflect the overall HR competency of internal consultation in Malaysia, it does serve as an exploratory study that can be expanded more broadly in the future.Originality/valueThe paper can help HR professionals to look more perceptively into the expectations of their CEOs concerning their role as HR practitioners and will be of interest to those working in that area.

Eurostar on track with revamped competency assessments

PurposeDescribes a new competency‐assessment system at rail operator Eurostar.Design/methodology/approachExplains the reasons for the new competency‐assessment system, the way in which it was introduced, and the improvements it has brought.FindingsReveals that the reforms have enabled Eurostar to reduce downtime related to assessments, and to ensure minimal operational risk among drivers. The company has achieved automated results and fluency, while ensuring that all processes are carried out safely.Practical implicationsShows that the more objective assessment of underpinning knowledge has helped to improve understanding and internal coaching. Ongoing training opportunities have been increased by automating and speeding up elements of the assessment process.Social implicationsHighlights how competency assessments are helping to deliver a safer railway industry.Originality/valueReveals that employers are not the only ones to benefit from assessments; employees start to appreciate that the assessments enhance their careers and enable them to develop more quickly. They also improve their confidence in their ability to perform.

Case study: building an internal coaching capacity – the American Cancer Society coach cadre model

PurposeThis paper aims to outline the steps and process used by the American Cancer Society, a not for profit organization, when creating and implementing an internal coaching capacity.Design/methodology/approachThe paper examines in detail the design, implementation, successes, and key learning points of the creation of an internal coaching program.FindingsOrganizations can build an internal coaching capacity utilizing current talent and limited external resources to benefit the development of targeted staff.Practical implicationsThe paper details steps to build a coaching cadre.Originality/valueThe paper provides an alternative to buying coaching for an organization and outlines the multiple benefits to building an internal capacity.

Organisational leadership development for less

This article presents an outline argument for the strategic development of internal coaching capacity within NHS trust and social care contexts. This is in anticipation of the likely impactof reduced public sector spending on health and social care budgets, and the consequences of this on organisational leadership development activity in the future.

Coaching from the inside: Building an internal group of emotionally intelligent coaches

While many senior executives can both afford and benefit from world class external coaching, this may not be an affordable or manageable option for many leaders in large organizations. Developing a cadre of internal coaches has the benefits of: (1) cost containment; (2) internal capacity to create a coaching culture; and (3) coaches make better managers. In a case study of a large European bank implementing a culture change the authors trained coaches how to coach using emotional intelligence and a change model called intentional change. Surveys and interviews of the leaders who were coached by internal coaches revealed five tangible results: (1) an increase in the speed of managers’ leadership growth; (2) an increase in manager loyalty to the company; (3) improved communication among people; (4) increased ability to solve conflicts; and (5) a renewed passion and awareness that part of their ability is to develop others.

Managing the complexities of internal coaching

Managing the complexities of internal coaching

Driving organisational change with internal coaching programmes: part two

PurposeThe purpose of this two‐part paper is to outline a new way of utilising coaching to drive wide scale organisational change.Design/methodology/approachThe various benefits to using internal coaches are illustrated by fleshing out the cost benefits, and highlighting a range of ways that organisations can integrate coaching into their people, performance and culture frameworks. The paper covers training, design and implementation issues as well as looking at aligning coaching models with the organisation's strategic approach; draws on extensive case studies and posits some best practice principles, then addresses some of the key questions around this topic. This paper also draws on interviews with over 50 internal coaches over two years, and several other research papers on this topic.FindingsThe paper illustrates how training leaders to be internal coaches is a more scalable, sustainable and robust approach to driving change and improving performance than hiring external coaches. Early indicators are showing significant increases in retention, engagement, productivity and performance, as well as ROI (17X), across organisations that have developed internal coaching.Practical implicationsData are critical to understanding coaching impacts within organisational contexts. Thanks to those organisations using measurement, impacts to the business can be determined.Originality/valueThese positive data are significant for organisations making decisions around introducing coaching initiatives, driving organisational change or adopting a coaching culture.

Driving organizational change with internal coaching programs: part one

PurposeThe purpose of this two part paper is to outline a new way of utilizing coaching to drive wide scale organizational change.Design/methodology/approachThe authors illustrate the various benefits to using internal coaches, flesh out the cost benefits, and highlight a range of ways that organizations can integrate coaching into their people, performance and culture frameworks. It covers training, design and implementation issues as well as looking at aligning coaching models with the organization's strategic approach. The paper draws on extensive case studies and posits some best practice principles, then addresses some of the key questions around this topic. This paper draws on interviews with over 50 internal coaches over two years, and several other research papers on this topic.FindingsIt illustrates how training leaders to be internal coaches is a more scalable, sustainable and robust approach to driving change and improving performance than hiring external coaches. Early indicators are showing significant increases in retention, engagement, productivity and performance, as well as ROI (17x), across organizations that have developed internal coaching.Research limitations/implicationsData is critical to understanding coaching impacts within organizational contexts. Thanks to those organizations using measurement, impacts to the business can be determined.Originality/valueThis positive data is significant for organizations making decisions about introducing coaching initiatives, driving organizational change or adopting a coaching culture.

Leadership Development

Professional coaching is a leadership development strategy that has the potential to improve individual and organizational performance, retain leadership talent, support succession planning, and help healthcare leaders meet professional and personal goals. The authors describe the development and benefits of a partnership between an external and an internal coach who joined forces to provide individual and group coaching to 64 clinical leaders in a health system. Program evaluation demonstrated an excellent return on investment. Recommendations for implementing professional coaching programs in other healthcare organizations are provided.

The emerging role of the internal coach.

The emerging role of the internal coach.