There were approximately 71,000 coaches worldwide in 2019, a 33% increase compared to 2015 figures. Over the same period, Coach’s estimated global earnings increased by 21%, making coaching his nearly $3 billion industry. Coaching in organizations is becoming more popular and now 65% of all coaches identify themselves as business coaches. This includes leadership coaching, small business coaching, business coaching, organizational coaching, or executive coaching. Organizations use coaching as an approach to foster learning in the workplace, develop leadership skills, and improve employee performance. Coaching as such an approach is so popular that HR professionals are expected to take on the role of in-house coaching as part of their role. Evidence-based literature shows that coaching leads to positive outcomes and provides many benefits to coaches in many areas.
Scientific studies have also shown that coaching is effective in organizations, but little is known about the mechanisms of coaching’s effectiveness. To date, research has not fully identified the specific coaching behaviors that lead to effective coaching, nor the factors that fully determine coaching effectiveness. Some of the unanswered questions relate to the very nature of the determinants of coaching effectiveness. For example: What factors influence the coach-coach relationship, or how coach characteristics are linked to coaching effectiveness. Also, few scientific studies have focused on the direct benefits of coaching to organizations, and there is little information on the outcomes of coaching.
There is no consensus in the scientific literature on the definition of coaching. For the purposes of this study, the method used. A developed definition has been accepted. Based on previous research on coaching in the workplace, they describe coaching in organizations as “learning and development of coaches and better working through interpersonal interactions between coaches and coaches”. supportive processes aimed at life.
Workplace coaching is an investment by an organization in employee growth and development. Such social support, whether from the organization or the direct manager, increases coach satisfaction and not just the salary, with the coaching process and increases their motivation to change and achieve results. Scientific studies, including several meta-analyses, show that coaching has a positive impact on outcomes at the individual level. The existence of such solid empirical evidence has raised the practical expectations of coaching in organizations. Organizational expectations now include not only purely performance-related outcomes, but also psychological well-being, employee relationships, receiving a paystubs and commitment and motivation for change. However, little is known about the psychological mechanisms behind coaching and the factors that make coaching successful.
This study follows a conceptual paper methodology to review existing theories regarding the effectiveness of coaching itself and the literature that focuses on theories that explain coaching outcomes, coaching benefits, and their potential mechanisms. provides an integrated framework for coaching effectiveness. Theoretical synthesis has been applied as a method to identify commonalities between existing theories and integrate them to enable the construction of new coherent theoretical frameworks.
Theory synthesis was applied to both phases of his two-step process leading to construction of the coaching effectiveness cube. In a first step, existing theories about coaching effectiveness were analyzed to identify similarities. Previous research on coaching effectiveness and outcomes was analyzed to identify determinants of coaching effectiveness and compared with the theory of coaching effectiveness. In a second phase, theory synthesis was again applied to identify the measurable components of each determinant of coaching effectiveness and to further define its components.
Once the coaching effectiveness cube is defined, it enters the validation phase. The proposed framework was compared with existing theories on coaching effectiveness to see if the existing theories were incorporated by the newly proposed framework.
A supportive coaching relationship and a successful coaching process require that the coach has the right coaching skills. Based on the conclusions of a comprehensive, synthetic review of the evidence-based coaching literature and the findings of her survey of 157 ICF-certified coaches, here are her coaching skills needed to build successful coaching relationships:
- Active listening
I already recognize that active listening can help bring about the desired personality changes in my clients. According to Arbiz, active listening contributes to a successful coaching experience. It helps coaches develop a positive and open attitude. Active listening requires curiosity, knowing the client’s surroundings, listening to what the client is leaking rather than just talking, or attuned to the client’s emotions.
- Unconditional Positive Consideration
Rogers pointed out that strong personal connections require unconditional positive respect. Unconditional positive consideration and acceptance are the basis for a non-judgmental environment where clients can voice their concerns, voice their opinions and express themselves fully. Unconditional positive attention is essential to a successful coaching relationship.
- Ability to challenge and empower clients
The ability to challenge and empower coaches is essential to creating an effective coaching experience. The coach asks the client to choose a sufficiently challenging goal. The empowerment coaches provide helps clients progress and learn.
- Ability to hold customers accountable
When the coach holds the client accountable, it helps the client focus on goals and progress. A coach’s goal is to help clients honor their promises. Holding clients accountable is one of the most commonly cited skills he has that lead to effective coaching.
This article aims to bridge the gap between decades of theory about coaching effectiveness and the practice of coaching in organizations. This study provides an overview of the academic literature on coaching effectiveness, summarizes over 70 years of different theoretical frameworks, and makes an academic contribution to research on coaching effectiveness. A theory-based model of coaching effectiveness, the coaching effectiveness cube, is presented. Scientific theories have been used to explain what determines each aspect of coaching effectiveness. Finally, we detailed a practical approach to measuring each aspect of coaching effectiveness.
The Coaching Effectiveness Cube provides measurable results that can be evaluated in each dimension of specific coaching abilities, specific behaviors of the life coach, specific behaviors of the coach, or effectiveness of the coaching. Define the concept of coaching effectiveness in practical, concrete, and measurable steps. The Coaching Effectiveness Cube is a robust framework that is easy to apply in practice.
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