Workplace Coaching Research Articles

The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study

AbstractThis study responds to the call for a closer analysis of the role that contextual and individual factors play in workplace coaching as a context‐sensitive intervention. We build on theories of regulatory focus and training motivation, to propose and examine a model that explains employees' pre‐coaching motivation when assigned to workplace coaching. Specifically, we propose that the employees' perception of the organizational coaching context, as either developmental or remedial, contributes to their pre‐coaching motivation through employees' situational regulatory focus. Results of a scenario‐based experimental study (N = 175) demonstrated that organizational coaching context affects employees' situational regulatory foci beyond their chronic dispositions. Further, the indirect relationship between developmental organizational coaching context and pre‐coaching motivation was mediated by employee situational promotion focus. However, we did not find the hypothesized indirect relationship between remedial organizational coaching context and employee pre‐coaching motivation via employee situational prevention focus. The study highlights the important role that organizations' management and human resource development personnel play in the “kick‐off” of a workplace coaching intervention by shaping the context of coaching assignments prior to coaching. Furthermore, this study emphasizes the importance of including the organization's informal feedback to the employee prior to coaching as a key contractual element that contributes to coachees' pre‐coaching motivation. We conclude with implications for future workplace coaching research and practice.

Coaching Context, Coachee Regulatory Focus and Pre-Coaching Motivation: An Experimental Study

This study responds to the call for a closer look at the role that contextual and individual factors play in workplace coaching as a context-sensitive intervention. Drawing on and integrating theories of regulatory focus and training we proposed and examined a model that explains the impact of organizational coaching context on coachee pre-coaching motivation using coachee situational regulatory focus as an underlying mechanism. Results of a scenario-based experimental study (N=175) demonstrated that organizational coaching context affects coachees’ situational regulatory foci beyond chronic dispositions. Further, the indirect relationship between developmental organizational coaching context and pre-coaching motivation was mediated by coachee situational promotion focus. However, we did not find the hypothesized indirect relationship between remedial organizational coaching context and coachee pre-coaching motivation via coachee situational prevention focus. The study highlights the important role that organizations’ management and human resource personnel play in the ‘kick-off’ of a workplace coaching intervention by shaping the context of coaching assignments prior to coaching. Furthermore, this study emphasizes the importance of including the organization’s informal feedback for the employee prior to coaching as a key contractual element that contributes to coachees’ pre-coaching motivation. We conclude with implications for future workplace coaching research and practice.

Positive Psychology Applied to the Workplace: A Foucauldian Discourse Analysis

An ever-expanding literature now exists critiquing the theory and philosophy of positive psychology, however, research has yet to provide a critical analysis of its practical application. The current study extends on these critiques by exploring how positive psychology is applied to the workplace by investigating practitioner-based sources including interviews with workplace coaches who use positive psychological interventions and applied published texts. The study draws on Michel Foucault’s concepts of power/knowledge and discourse as a theoretical and methodological framework. Three dominant discourses were identified which illustrate the ways in which positive psychology is applied to the workplace. These include the promotion of its scientific credentials, employing a strength-based approach and using goal-setting and behavioral reinforcement interventions. When applied to the workplace, these discourses psychologize workplace problems, resulting in potentially negative outcomes for employees. However, interviews with some of the workplace coaches indicate they practice a degree of reflexivity, providing a salutary lesson for the science of positive psychology.

The effectiveness of workplace coaching: a meta-analysis of contemporary psychologically informed coaching approaches

PurposeThe authors examine psychologically informed coaching approaches for evidence-based work-applied management through a meta-analysis. This analysis synthesized previous empirical coaching research evidence on cognitive behavioral and positive psychology frameworks regarding a range of workplace outcomes, including learning, performance and psychological well-being.Design/methodology/approachThe authors undertook a systematic literature search to identify primary studies (k = 20,n = 957), then conducted a meta-analysis with robust variance estimates (RVEs) to test the overall effect size and the effects of each moderator.FindingsThe results confirm that psychologically informed coaching approaches facilitated effective work-related outcomes, particularly on goal attainment (g = 1.29) and self-efficacy (g = 0.59). Besides, these identified coaching frameworks generated a greater impact on objective work performance rated by others (e.g. 360 feedback) than on coachees' self-reported performance. Moreover, a cognitive behavioral-oriented coaching process stimulated individuals' internal self-regulation and awareness to promote work satisfaction and facilitated sustainable changes. Yet, there was no statistically significant difference between popular and commonly used coaching approaches. Instead, an integrative coaching approach that combines different frameworks facilitated better outcomes (g = 0.71), including coachees' psychological well-being.Practical implicationsEffective coaching activities should integrate cognitive coping (e.g. combining cognitive behavioral and solution-focused technique), positive individual traits (i.e. strength-based approach) and contextual factors for an integrative approach to address the full range of coachees' values, motivators and organizational resources for yielding positive outcomes.Originality/valueBuilding on previous meta-analyses and reviews of coaching, this synthesis offers a new insight into effective mechanisms to facilitate desired coaching results. Frameworks grounded in psychotherapy and positive appear most prominent in the literature, yet an integrative approach appears most effective.

How have workplace coaches experienced coaching during the Covid-19 pandemic?

This exploratory interpretive study provides impactful preliminary evidence on which to base further research into coaching amid challenging circumstances. Thematic analysis of transcript and visual data from eleven semi-structured interviews examines practitioner perspectives of workplace coaching during the exceptional disruption of the Covid-19 pandemic when abnormal stress amongst professionals was widespread. Findings revealed multiple environmental pressures affecting both coaches and coachees. These pressures added complexity to managing coaching interactions, driving intentional self-care on the part of coaches as well as multiple delivery-oriented innovations. Flexibility and adaptive capacity were found to be foundational for successful practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

\u201cTit for Tat\u201d\u2014The Outcomes of Coaching in Service Companies

Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes.

Experience of positive psychology coaching while working from home during the COVID-19 pandemic: an Interpretative Phenomenological Analysis

ABSTRACT The COVID-19 pandemic has highlighted the importance of organisations attending to the wellbeing of their employees, and workplace coaching has already been shown to improve performance and enhance wellbeing. Positive psychology coaching (PPC) is an emerging intervention that considers wellbeing an integral part of the coaching intervention. There is currently a gap in our understanding of how PPC is experienced by people affected by the pandemic and its restrictions. To address this gap, an Interpretative Phenomenological Analysis (IPA) design was used to explore the lived experience of six employees of a UK-based financial services company who received PPC while working from home (WFH) during the COVID-19 pandemic. The study provided an insight into how PPC can lead to positive outcomes for employees, with the findings being presented through five themes: valuing opportunity for safe reflection; increasing awareness; alleviation of negative emotions; re-energised by identifying a way forward; and renewed confidence. The study contributes to our awareness of how participants experience an intervention that intentionally integrates performance improvement and the enhancement of wellbeing.

Initial exploration in workplace coaching: coaches’ thematic and methodological approach

ABSTRACT Coaching is increasingly used as an HRD intervention. Initial research suggests the importance of coaching behaviour, especially at the beginning of a coaching engagement, for coaching success. However, findings are scarce as to how coaches proceed during the initial phase in coaching and recent reviews therefore call for research that investigates how coaches determine the focus of the coaching intervention. Therefore, our study aimed to answer the questions of what and how regarding coaches’ approach to the ‘initial exploration’. We conducted 20 semi-structured interviews with workplace coaches. Qualitative content analysis revealed a broad range of contents addressed, methods applied, and principles that guide coaches during the initial exploration. Moreover, we identified specific patterns for categorising coaches’ approaches. Concerning the content coaches address, we identified three dimensions: coachees’ areas of life (private vs. professional, with the latter including individual vs. social vs. organisational aspects), temporal focus (past, present, future), and perspective (solution- vs. problem-orientation). We integrate our findings into a taxonomy of the initial exploration in coaching and thereby provide a basis for future research as well as a guide for reflection and decision-making for coaches, coachees, and organisational sponsors.

Introduction to the Special Issue on Advances in the Psychology of Workplace Coaching

This article introduces a special issue of Applied Psychology: An International Review that focuses on recent advances in the psychology of workplace coaching. To begin with, we briefly describe the current state of workplace coaching research, and we then outline the aims and objectives that had driven our motivation in editing this special issue. We set out two objectives for this special issue. First, to ensure that each of the contributions started with the relevant theoretical framework, and secondly, that the papers in this special issue utilized rigorous research design and methodology. We then provide an overview of each of the five articles making up the special issue, detailing their respective contributions to advancing workplace coaching research and theory. We conclude with recommendations for future workplace coaching research, building on the contributions in this special issue. We propose scholars should focus on three key areas: future coaching research should adopt a “start with theory” approach; that rigorous research design and methodology is prioritized, specifically in relation to utilizing multiple data sources and increasing the range of objective (hard) data as coaching outcome measures; and for coaching scholars to pay attention to and explore non‐significant effects.

Promotion of Safe Work Practices in the Agricultural Sector through Coaching as a Training Strategy in Australia

There is currently, and historically, a high rate of workplace incidents and fatalities in the Australian Agricultural sector. This paper considers the use of coaching as a mechanism for provision of best practice safety training and development of a safety culture in Agricultural work places, particularly based on the current industry profiles and preferred methods of workplace learning. Current studies, including Safe Work Australia and AgHealth Australia data, and literature, such as Krauesslar and Passmore (2015) and Somes (2018), are reviewed to explain how coaching can enable workers to feel motivated and involved in workplace safety, and in effect, reducing the incidence of workplace injuries and fatalities. As such, the paper considers ‘what is the most successful training method to develop a stronger health and safety culture in the Agricultural Sector?’ The discussion finds that the most commonly and most effective learning approaches utilized in agricultural settings are based on ‘farmers learning from farmers’. This is effectively a coaching approach, and in turn, workplace coaching should be considered as a generic foundation skill taught to all workers in Agriculture to encourage effective consultation practices and communication between workers. The development of coaching skills can occur through their inclusion in formal training programs, such Certificate III or IV level programs in Vocational Education and Training and through short specific targeted programs.

The Relevance of Goal Activities in Workplace Coaching: A Systematic Literature Review

The relevance of goal theory for coaching has been emphasized by both scholars and coaching practitioners. Yet concerns have been raised about possibly overestimating positive effects on outcomes and neglecting potential pitfalls of goal-focused coaching practice. Synthesizing findings of 24 (quantitative and qualitative) studies, this systematic literature review investigates the occurrence of goal activities in workplace coaching and the relationship between goal activities and coaching outcomes. Reported goal activities include goal setting/clarification, setting action plans, and a goal-focused coach-coachee relationship. Results indicate that coaches report applying goal setting rather frequently during coaching engagements, while coachees report them to occur less. Study findings suggest a positive relationship between goal activities and coaching outcomes (e.g. goal attainment). However, several studies also report no significant associations. The lack of significant associations seems to relate to both study design and chosen outcome measures. In addition, initial findings point to possible moderating variables (e.g. initiator of goal activity) and potential challenges of organizational stakeholders impacting upon goal activities. We discuss findings, assess the risk of bias of included studies and conclude by considering implications for practice and future research.

Become the best coach you can be: the role of coach training and coaching experience in workplace coaching quality and quality control

This paper explores whether coach training or coaching experience leads to better coaching quality and quality control. In two large studies, both coaches (N1 = 2267) and personnel managers who book coaches for their company (N2 = 754) answered questions about coaching quality and quality control. The results show that more coach training leads to not only a better self-perceived coaching quality (Study 1) but also a better other-perceived coaching-quality (Study 2); moreover, more coach training positively affects quality control. It is remarkable that coaching experience showed no significant relation regarding other-perceived coaching quality and quality control. Study 2 further revealed that references lead to more recommendations but not to a better coaching quality or quality control. Thus, coach training is an essential factor when selecting organizational coaches. Further research is needed to understand the impact of different approaches to coach trainings on coaching outcomes.

Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

Coaching is increasingly used to support entrepreneurs across different stages of the entrepreneurial process. Due to its custom‐tailored, active, and reflection‐oriented 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.

Evaluation and facilitation of intervention fidelity in community exercise programs through an adaptation of the TIDier framework

BackgroundDespite high quality evidence supporting multiple physical and cognitive benefits of community-based exercise for people after stroke, there is little understanding on how to facilitate uptake of these research findings to real-world programs. A common barrier is a lack of standardised training for community fitness instructors, which hampers the ability to train more instructors to deliver the program as it was designed. Scaling up program delivery, while maintaining program fidelity, is complex. The objective of this research is to explore novel use of the Template for Intervention Description and Replication (TIDier) framework to evaluate and support implementation fidelity of a community exercise program.MethodsWe embedded intervention fidelity evaluation into an inaugural training program for fitness instructors who were to deliver the Fitness and Mobility Exercise Program for stroke, which has established efficacy. The training program consisted of a face-to-face workshop followed by 3 worksite ‘audit and feedback coaching cycles’ provided over 3 iterations of the 12-week program offered over 1 year. A modified TIDIER checklist (with 2 additional criteria) was used within the training workshop to clarify the key ‘active ingredients’ that were required for program fidelity, and secondly as a basis for the audit and feedback process enabling the quantitative measurement of fidelity. Data were collected from audits of observed classes and from a survey provided by fitness instructors who implemented the program.ResultsWe demonstrated the feasibility of the TIDier checklist to capture 14 essential items for implementation evaluation of a complex exercise intervention for people with chronic health conditions over 3 iterations of the program. Based on the audit tool, program fidelity was high and improved over time. Three content areas for workplace coaching (intensity monitoring, space, and educational tips) were identified from the audit tool and were addressed.ConclusionTraining of staff to deliver exercises to high need populations utilising workshops and workplace coaching that used the TIDier framework for training, onsite audit and feedback resulted in a high level of fidelity to the program principles. A novel checklist based on the TIDier framework was useful for embedding implementation fidelity in complex community-based interventions.

Of SMART, GROW and goals gone wild – A systematic literature review on the relevance of goal activities in workplace coaching

Goals are posited to play an important role in coaching. However, concerns have been raised about neglecting potential pitfalls of goal-focused coaching practice. Therefore, we investigate the occurrence of goal activities in workplace coaching and their association with coaching outcomes. We conducted a systematic literature review. We synthesised findings of 24 (quantitative and qualitative) empirical studies. Previously researched goal activities encompass goal setting, setting action/development plans and a goal-focused coach-coachee relationship. Coaches report to work with goals frequently, while coachees report this to occur less. Several studies suggest a positive relationship between goal activities and coaching outcomes, while other studies report no significant association. This lack of association seems to relate to both study design and chosen outcome measures. Initial findings point to possible moderating variables (e.g. coachee characteristics, initiator of goal activity) and potential challenges of involving organisational stakeholders in goal activities. The scarcity of empirical research stands in contrast to the prominent role of goals in the coaching literature. Goal activities take a wide range of different forms in practice and research. Inconclusive findings on the relationship between goal activities and coaching outcomes call for research on influencing factors, particularly contextual factors.

An Investigation of the Three‐Way Joint Coaching Alliance: A Social Identity Theory Perspective

This study builds upon the previous research that recognised coaching as a triangular political space generating power relationships. We integrate social identity theory into this power negotiation process and consider that the ultimate purpose of coaching is to facilitate a shared coaching identity among all related collaborators. To gain in‐depth understanding of factors that promote a three‐way joint coaching identity, we conducted 25 critical incident interviews and two levels of Q‐sorting (n = 10) with coaches, coachees, and organisational stakeholders. The research results indicated that a workplace coaching identity is a flexible space underpinned by coaches’ attitude, all collaborators’ positions, and the contracting process. Coaches’ accommodated communication techniques determine the relationship climate (instrumental or influential). Coaches’ position in the coaching space regulates their self‐interests and motivation to change. Moreover, a transparent contracting process encourages communication flows and psychological exchanges among all collaborators that may gain more support from stakeholders.

Coaching for safety in the pharmacy

In the summer of 2016, a Nebraska family was vacationing at Walt Disney World Florida when tragedy struck. Their 2-year-old son was pulled by an alligator into the seemingly safe water of a pond within the park grounds. Before anyone could react, the little boy’s life was taken. Following this event, a Disney intern within the Disney College Program tweeted a picture that enlightened cast members on how to respond if an alligator is spotted on the grounds. The intern was approached by a manager and informed that her employment with the Disney College Program would be ending early, effective immediately. In fact, she was escorted out of the park. Fortunately, once Disney leadership became aware of the situation, the intern was quickly rehired and asked to complete the remainder of the summer program. This event represents an opportunity to initiate positive changes in workplace training and the surrounding mindset. This is where workplace coaching may come into play. Workplace coaching focuses on employee training, development, and retention. When optimized, it also promotes a cultural shift from command-control management to empowerment of employees. In a 2011 article in The New Yorker, Atul Gawande, surgeon, author, and CEO of the nonprofit health care venture Buffett, Bezos and Dimon, advocated for the role of coaches in improving health care in America. Gawande espoused that many high-performing professionals—athletes, professional musicians, schoolteachers, and yes, surgeons—already benefit from coaching targeted at their performance. He described his own interactions with a surgical coach and explained how his performance had improved as a result. Coaches are prevalent in many settings, so why not health care? Imagine how valuable safety coaches could be in pharmacy and health care environments. In 2007, Cincinnati Children’s Hospital Medical Center implemented a hospitalwide patient safety initiative that had been piloted in the radiology department. The new approach introduced workplace coaches into an error prevention training course to facilitate didactic teaching and exercise-based participation focused on patient safety. Volunteer coaches were recruited across employees at all levels, including nonclinical staff, and asked to uphold a set of standards that would exemplify effective leadership and compassion. Core beliefs emphasizing a culture of safety and leadership support were vital components of initial coaching success. The Cincinnati patient safety initiative introduced core safety behaviors into established training. These behaviors included a five-to-one positive feedback model, structured communication behaviors, and behavioral observational tools. In the five-to-one positive feedback approach, coaches provided five reinforcing comments for every one critical comment. In other words, coaches were to identify and recognize five positive safety behaviors for every incorrect or aberrant safety behavior identified. In addition, coaches provided feedback on structured communication techniques, such as the use of SBAR (situation, background, assessment, request/recommendation) and/or phrases used by personnel in key safety moments. Finally, safety coaches conducted observational assessments, intended to supplement the safety behavior growth and development. Workplace coaches have the potential to guide the future development of those they coach. Workplace coaches should possess traits such as excellent leadership and interpersonal skills, an ability to recognize specific organizational factors, and a desire to fulfill leadership roles (both formal and informal). Studies have shown that interpersonal skills, compared with other managerial attributes, are more likely to influence others. Examples of interpersonal skills vary significantly but could include motivating others, encouraging growth and development, and communicating openly and transparently. In general, the ideal workplace coach has a unique arsenal of skills that can garner positive impact. Using a safety coach in the pharmacy could yield significant safety improvements.

‘Wanting’ and ‘Liking’ Brain Mechanisms in Coaching: A qEEG Study using the CARE Coaching Model

Introduction: Coaching has become increasingly popular for leadership development and behavioral change in organizations. Recent studies suggest that motivation is essential in enhancing the effectiveness of workplace coaching. A number of studies revealed that delta and beta-gamma oscillations are associated with the human motivational process through ‘wanting’ and ‘liking’ mechanisms. However, the brain mechanisms of motivation in coaching have not been studied. This preliminary study is the first attempt to explore the ‘wanting’ and ‘liking’ mechanism of coaching, by investigating the activity of the delta and beta oscillations during a face-to-face coaching session through quantitative electroencephalogram (qEEG).Methods: Six male, right-handed, middle managers of an organization (mean age = 31.6) were recruited voluntarily as participants. A multichannel EEG (19 electrodes, 10/20 System) was used to record brain activity in both the resting state and the continuous 45-minute coaching session whilst using the CARE Model. The artifact-free EEG data were then quantified using wavelet analysis to obtain induced band power. Results: Significant increase was shown in delta and beta-gamma activities throughout the coaching session. Increased delta absolute power was found in the frontal, parietal, and occipital regions, whilst increased beta-gamma activity was significantly detected in the frontal, posterior temporal, and occipital regions. Conclusion: This preliminary result suggests that coaching, with regard to the CARE Model, induces both ‘wanting’ and ‘liking’ mechanisms simultaneously. Thus, the present findings provide the first preliminary neuroscientific underpinnings of the role of motivation in enhancing the effectiveness of workplace coaching through induced ‘wanting’ and ‘liking’ mental processes.

People and culture, creating a resilient work force through workplace coaching. Reflections and lessons from a small rural health experience

Climate change is the greatest example of market failure the world has ever seen according to the Stern Review on the Economics of Climate Change in 2006. This type of market failure, termed externality in economics, leads to an inefficient use of a society’s resources, so-called suboptimal allocation of resources. As a result, welfare of this society is smaller than what could be achieved. Environmental externalities arise not only from climate change but also from changes of air, water, and soil quality, inducing impacts on human health, the built environment, and ecosystems.

Taking a Closer Look at Workplace Coaching:The Role of Process and Contextual Factors

Workplace coaching has become an integral approach to fostering the development and performance of individuals, groups, and teams in organizations worldwide. Meta-analyses and reviews have establis...