Understanding the factors that determine workplace coaching effectiveness: a systematic literature review

Abstract

Meta-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.

What outcomes have mindfulness and meditation interventions for managers and leaders achieved? A systematic review

“…In conducting our review, we adopted a systematic approach as outlined in Briner and Denyer (2012) and as applied by Bozer and Jones (2018).…”

Developing clarity on the coaching‐counselling conundrum: Implications for counsellors and psychotherapists

“…A considerable body of research indicates that coaching can indeed be an effective approach for facilitating change on a number of variables, including goal attainment, personal resilience, subjective well‐being, solution‐focused thinking, self‐insight, and transformational leadership behaviours (for a review see Bozer & Jones, ). Much of coaching outcome research has focused on workplace or executive coaching (Theeboom et al., ), although there is a body of research looking at personal/life/health coaching—particularly where coaching impacts on quality‐of‐life or specific health issues (e.g.…”

“…The phases of the coaching relationship well-being, solution-focused thinking, self-insight, and transformational leadership behaviours (for a review see Bozer & Jones, 2018).…”

Advances in the Psychology of Workplace Coaching

“…There has been significant growth in the academic literature related to workplace coaching, including executive, leadership and business coaching over the past three decades (Jones, Woods, & Guillaume, 2016). Workplace coaching can be described as a one‐to‐one custom‐tailored, learning and development intervention that uses a collaborative, reflective, goal‐focused relationship provided to all levels of employees by external or internal coaching practitioners who do not have formal supervisory authority over the coachee (Bozer & Jones, ). However, it can also be described as a component of effective leadership (Campbell & Wiernik, ) consisting of a set of goal‐oriented, motivation‐enhancing management practices that help employees to improve their performance and adapt to changing demands and situations (Bond & Seneque, ; Heslin, VandeWalle, & Latham, ; Hui & Sue‐Chan, ).…”

“…Until recently, the workplace coaching literature has been dominated by practitioner‐led research, predominately published in niche coaching journals and “grey literature” (for a comprehensive review see Bozer & Jones, ) and as such, coaching is viewed by some as a practice field. However, recent publications in high‐ranking scientific journals, indicate that a shift is occurring in the literature on workplace coaching, with a move towards scientific‐led rather than practitioner‐led scholarship (e.g., Athanasopoulou & Dopson, ; Blackman, Moscardo, & Gray, ; Bozer & Jones, ; Hui & Sue‐Chan, ; Jones et al, ). Moreover, this shift fits with a broader trend in applied psychology towards more rigorous evaluation studies of workplace interventions (e.g., O'Shea, O'Connell & Gallagher, ).…”