Evidence‐Based Coaching as a Positive Psychological Intervention

Green, Suzy; Spence, Gordon B.

doi:10.1002/9781118315927.ch15

Cited by 13 publications

(15 citation statements)

References 19 publications

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“…Similarly, goal-related self-efficacy ( Grant and Greene, 2004 ). and goal attainment ( Green and Spence, 2014 ) are other crucial factors that contribute to organizational success and can be worked on via positive psychological coaching ( Palmer and Whybrow, 2005 ).…”

Section: Introductionmentioning

confidence: 99%

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

2021

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Positive Psychological Coaching is receiving increasing attention within the organizational field because of its potential benefits for employees’ development and well-being (Passmore and Oades, 2014). The main aim of this study was to test the impact of a Positive Psychological Micro-Coaching program on non-executive workers’ psychological capital, and analyze how goal-related self-efficacy predicts goal attainment during the coaching process. Following a control trial design, 60 non-executive employees (35 in the experimental group and 25 in the waiting-list control group) from an automotive industry company participated in a Positive Psychological Micro-Coaching program over a period of 5 weeks. The intervention was grounded in the strengths-based approach and focused on setting a specific goal for personal and professional growth. The program consisted of a group session, three individual coaching sessions, and individual inter-session monitoring. Pre, post, and 4-month follow up measurements were taken to assess the impact on the study variables. Our results reveal that psychological capital increased significantly at post and follow-up times compared to baseline levels. In addition, results confirmed that goal-related self-efficacy predicted goal attainment during the micro-coaching process. Practical implications suggest that short-term positive psychological coaching is a valuable method for developing personal resources, such as psychological capital and to facilitate the goal achievement in non-executive employees, in order to reach work-related goals.

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Section: Introductionmentioning

confidence: 99%

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

2021

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“…Although coaching has primarily focused on the enhancement of optimal functioning, peak performance, and the achievement of organizational goals, more recently the emergence of Positive Psychology coaching methods that encourage employees to develop strengths, positive resources and achieve personally meaningful goals in organizational settings has led to coaching focusing on employees' well-being and engagement (Green and Spence 2014;McQuaid et al 2018). Thus, work engagement is an important positive organizational outcome that can be promoted through strength coaching interventions (Crabb 2011).…”

Section: Strengths-based Coaching and Work Engagementmentioning

confidence: 99%

“…However, to date, few attempts have been made to develop frameworks for organizational coaching that integrate and explore the impact on this dependent variable (Grant et al 2010). In one of the few randomized controlled trials conducted to date, Duijts et al (2008) found some evidence that coaching significantly reduced participants' levels of burnout and improved general health, life satisfaction, and psychological well-being (Green and Spence 2014). In a diary study, Xanthopoulou et al (2009) reported that coaching had a direct positive relationship with work engagement.…”

Section: Strengths-based Coaching and Work Engagementmentioning

confidence: 99%

“…Although coaching has been widely used in workplaces for several decades, there is still relatively little research on its impact and effectiveness (Green and Spence 2014). Particularly in the relationship with job performance, the few randomized controlled studies carried out to date indicate that coaching can indeed improve goal attainment (Grant et al 2009) and performance (Kines et al 2010).…”

Section: Strengths-based Coaching and Job Performancementioning

confidence: 99%

“…In spite of the growing body of research about the effects of coaching, mainly executive coaching, on employees' well-being and performance in organizations (Grant 2013;Grant et al 2009), little is known about the impact of coaching on these variables in nonexecutive employees (Grant 2013). Thus, there is still a need for empirical studies with strong designs to investigate possible effects of non-executive coaching on positive outcomes (Grant 2006;Green and Spence 2014) such as engagement and performance. Overall, given the increasing role of coaching in organizations worldwide (Grant 2013), further development of an evidence-based framework for strengths-based coaching is needed (Dubreuil et al 2016;Biswas-Diener et al 2011).…”

Section: Introductionmentioning

confidence: 99%

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Facilitating Work Engagement and Performance Through Strengths-Based Micro-coaching: A Controlled Trial Study

2019

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In spite of the potential benefits that strengths-based coaching can bring to organizations, basic questions remain regarding its impact on work engagement and job performance specially among non-executive employees. In a controlled trial study, 60 employees from an automotive industry company participated in a strengths-based micro coaching program over a period of five weeks. The intervention followed a strengths-based coaching approach, grounded in the identification, development, and balanced use of personal strengths to foster positive outcomes. Mixed methods, using quantitative and qualitative measures, were taken. Both the participants and their supervisors completed pre, post, and follow-up questionnaires, and the results indicated that the intervention program was successful in increasing all the study variables after finishing the program. The results also showed the durability of the effects on the outcome variables over time (follow up). Qualitative data supported the study hypotheses. Through open questions inquiring about the outcomes of the program, the participants stated that it helped them to increase performance and well-being. Practical implications suggest that this program can be a valuable short-term applied positive psychology intervention to help employees increase their work engagement and performance and promote optimal functioning in organizations.

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