Best practices for working with a professional coach

Bradley, Jennifer; Moore, Linda W.

doi:10.1097/01.numa.0000659412.68838.be

Cited by 2 publications

(8 citation statements)

References 14 publications

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“…The effect of coaching on the individual fell into the following key areas: performance and role efficacy, communication and support. Many current and emerging clinical leaders feel inadequately prepared for their roles (Bradley & Moore, 2019 , 2020 ; Westcott, 2016 ). Coaching can assist with role transitions and identify critical skills for development (Spiva et al, 2021 ; Westcott, 2016 ).…”

Section: Resultsmentioning

confidence: 99%

“…The 18 articles reviewed had performance as an outcome or cited by participants. Improvement in skills by the transfer of knowledge directly impacted performance in practice by development in role effectiveness through increased self‐confidence and achieving personal goals (Bradley & Moore, 2019 , 2020 ; Rafferty & Fairbrother, 2015 ). Bradley and Moore ( 2019 ) engaged the use of coaches to work with nurse unit managers (NUM's).…”

Section: Resultsmentioning

confidence: 99%

“…Providing individual and group opportunities to practice coaching skills was affirmed to be supportive of participants. Further, Bradley and Moore ( 2020 ) highlighted best practices for working with a coach, emphasising the key categories of: the competence of the coach, coach–coachee fit and offering a trial session. Matching coaches and coachees within the coaching programmes were also seen to have positive benefits to the success of the relationship (Boyer et al, 2018 ; Bradley & Moore, 2020 ; Waldrop & Derouin, 2019 ).…”

Section: Resultsmentioning

confidence: 99%

“…Further, Bradley and Moore ( 2020 ) highlighted best practices for working with a coach, emphasising the key categories of: the competence of the coach, coach–coachee fit and offering a trial session. Matching coaches and coachees within the coaching programmes were also seen to have positive benefits to the success of the relationship (Boyer et al, 2018 ; Bradley & Moore, 2020 ; Waldrop & Derouin, 2019 ). Engagement and participation also received a more favourable response when staff attended introduction sessions as part of the lead up to leadership and coaching training (Boyer et al, 2018 ).…”

Section: Resultsmentioning

confidence: 99%

“…To develop nurse managers (Bradley & Moore, 2019;Bradley & Moore, 2020;McNamara et al, 2014;Westcott, 2016) 3 a…”

Section: Limitationsmentioning

confidence: 99%

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Coaching in nursing: An integrative literature review

et al. 2023

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AimTo understand the current application and benefits of coaching practice in nursing and identify potential areas for future research.DesignAn integrative literature review was conducted using Whittemore and Knalf integrative review methods.Data sourcesA search of the literature from Medline (PubMed) and CINHAL platform for abstracts and/or full‐text articles from 2012 to 2022.MethodsA systematic approach was used to screen and analyse the literature. Inclusion and exclusion criteria were applied, a quality appraisal of the literature was undertaken and summarised into themes. Eighteen articles were selected, two articles were different aspects of the same studies. Coaching was found to have benefits to the individual related to performance, role effectiveness, role transitions and confidence in performing in the role. The outcomes for individuals add to the overall organisational benefits with performance, support, teamwork, communication and culture.ResultsThis literature review sought to understand the current use of coaching in nursing and identify any gaps in the application of coaching within the discipline. Supporting, developing staff knowledge and skills and nurturing nursing staff into the profession has occurred in several ways and evolved to include coaching. Coaching provides capabilities to enhance nursing leadership, performance improvement and to provide support to staff. The findings from this literature review found a need to conceptually define coaching in nursing and the opportunity to explore the use of coaching to support both the clinical and managerial workforce (job satisfaction, intention to stay and building resilience). The benefits of coaching in nursing extend beyond the leadership level and there is opportunity to extend the operationalisation of coaching practice and coaching training within the discipline of nursing. This integrative review explains how coaching has been utilised in nursing to be a valuable tool in developing nurse leaders and clinical staff.

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