Skip to main content
SpringerLink
Log in

Workplace Coaching Research: Charted and Uncharted Territories

  • Chapter
  • First Online:
International Handbook of Evidence-Based Coaching

Abstract

In this chapter we aim to capture and portray the state of play in workplace coaching research. By synthesizing the findings of systematic literature reviews and meta-analytic studies published during the last decade, we draw a comprehensive “map” of the current research on workplace coaching. We chart the “most traveled” territories by introducing an integrated framework of workplace coaching that describes the key outcomes as well as the input, process, and contextual factors of effective coaching. We also outline major theoretical concepts that have emerged in contemporary coaching research and are supported by closely related and more-established scientific fields such as psychotherapy, training, and leadership. Finally, we map out the “untraveled” or least-traversed territories by offering recommendations for future research and research methodologies for current and future explorers and cartographers.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 54.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 69.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for protégés: A meta-analysis. Journal of Applied Psychology, 89(1), 127–136.

    Article  Google Scholar 

  • Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70–88.

    Article  Google Scholar 

  • Bachkirova, T. (2017). Developing a knowledge base of coaching: Questions to explore. In T. Bachkirova, G. Spence, & D. Drake (Eds.), The SAGE handbook of coaching (pp. 23–41). SAGE.

    Google Scholar 

  • Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel Psychology, 41(1), 63–105.

    Article  Google Scholar 

  • Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37(2), 122–147.

    Article  Google Scholar 

  • Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall.

    Google Scholar 

  • Blackman, A., Moscardo, G., & Gray, D. E. (2016). Challenges for the theory and practice of business coaching: A systematic review of empirical evidence. Human Resource Development Review, 15(4), 459–486.

    Article  Google Scholar 

  • Bordin, E. S. (1979). The generalisability of the psychoanalytic concept of the working alliance. Psychotherapy: Theory, Research and Practice, 16(3), 252–260.

    Article  Google Scholar 

  • Bozer, G., & Delegach, M. (2019). Bringing context to workplace coaching: A theoretical framework based on uncertainty avoidance and regulatory focus. Human Resource Development Review, 18(3), 376–402.

    Article  Google Scholar 

  • Bozer, G., & Jones, R. J. (2018). Understanding the factors that determine workplace coaching effectiveness: A systematic literature review. European Journal of Work and Organizational Psychology, 27(3), 342–361.

    Article  Google Scholar 

  • Burt, D., & Talati, Z. (2017). The unsolved value of executive coaching: A meta-analysis of outcomes using randomised control trial studies. International Journal of Evidence Based Coaching and Mentoring, 15(2), 17–24.

    Google Scholar 

  • Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479–516.

    Article  Google Scholar 

  • Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.

    Article  Google Scholar 

  • de Haan, E. (2019). A systematic review of qualitative studies in workplace and executive coaching: The emergence of a body of research. Consulting Psychology Journal: Practice and Research, 71(4), 227–248.

    Article  Google Scholar 

  • De Meuse, K. P., Dai, G., & Lee, R. J. (2009). Evaluating the effectiveness of executive coaching: Beyond ROI? Coaching: An International Journal of Theory Research and Practice, 2(2), 117–134.

    Google Scholar 

  • DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14(1), 129–139.

    Google Scholar 

  • Dirks, K. T. (2000). Trust in leadership and team performance: Evidence from NCAA basketball. Journal of Applied Psychology, 85(6), 1004–1012. https://doi.org/10.1037/0021-9010.85.6.1004

    Article  Google Scholar 

  • Ely, K., Boyce, L. A., Nelson, J. K., Zaccaro, S. J., Hernez-Broome, G., & Whyman, W. (2010). Evaluating leadership coaching: A review and integrated framework. The Leadership Quarterly, 21(4), 585–599.

    Article  Google Scholar 

  • Fischer, T., Dietz, J., & Antonakis, J. (2017). Leadership process models: A review and synthesis. Journal of Management, 43(6), 1726–1753.

    Article  Google Scholar 

  • Fisher, S. L., & Ford, J. K. (1998). Differential effects of learner effort and goal orientation on two learning outcomes. Personnel Psychology, 51(2), 397–420.

    Article  Google Scholar 

  • Giacobbi, P. R. (2000). The athletic coachability scale: Construct conceptualization and psychometric analyses (Doctoral dissertation). University of Tennessee, Knoxville.

    Google Scholar 

  • Gist, M. E., & Mitchell, T. R. (1992). Self-efficacy: A theoretical analysis of its determinants and malleability. The academy of management review. Academy of Management Review, 17(2), 183–211.

    Article  Google Scholar 

  • Grant, A. M. (2006). An integrative goal-focused approach to executive coaching. In D. Stober & A. M. Grant (Eds.), Evidence based coaching handbook (pp. 153–192). Wiley.

    Google Scholar 

  • Grant, A. M. (2012). An integrated model of goal-focused coaching: An evidence-based framework for teaching and practice. International Coaching Psychology Review, 7(2), 146–165.

    Google Scholar 

  • Graßmann, C., & Schermuly, C. C. (2020). Understanding what drives coaching working alliance: A systematic literature review and meta-analytic examination. International Coaching Psychology Review, 15(2), 99–118.

    Google Scholar 

  • Graßmann, C., Schölmerich, F., & Schermuly, C. C. (2020). The relationship between working alliance and client outcomes in coaching: A meta-analysis. Human Relations, 73(1), 35–58.

    Article  Google Scholar 

  • Grawe, K., Donati, R., & Bernauer, F. (1994). Psychotherapie im Wandel: von der Konfession zur profession [psychotherapy in transition: From confession to profession]. Hogrefe.

    Google Scholar 

  • Greif, S. (2013). Conducting organizational-based evaluations of coaching and mentoring programs. In J. Passmore, D. B. Peterson, & T. Freire (Eds.), The Wiley-Blackwell handbook of the psychology of coaching and mentoring (pp. 445–470). Wiley-Blackwell.

    Google Scholar 

  • Hogg, M. A., & Turner, J. C. (1985). Interpersonal attraction, social identification and psychological group formation. European Journal of Social Psychology, 15(1), 51–66.

    Article  Google Scholar 

  • Horvath, A. O., & Greenberg, L. S. (1989). Development and validation of the working alliance inventory. Journal of Counseling Psychology, 36(2), 223–233.

    Article  Google Scholar 

  • International Coach Federation. (2016). ICF global coaching study.. Retrieved from https://coachfederation.org/files/FileDownloads/2016ICFGlobalCoachingStudy_ExecutiveSummary.pdf

  • Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277.

    Article  Google Scholar 

  • Joo, B.-K. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488.

    Article  Google Scholar 

  • Kelly-Irving, M. (2014). A research frontier.http://researchfrontier.wordpress.com (retrieved on 27.2. 2014).

  • Kirkpatrick, D. L. (1967). Evaluation of training. In R. L. Craig & L. R. Bittel (Eds.), Training and development handbook (pp. 87–112). McGraw-Hill.

    Google Scholar 

  • Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119, 254–284.

    Article  Google Scholar 

  • Kotte, S. (2019). The state-of-play of coaching research: A synthesis of the extant meta-analyses. Academy of Management Proceedings, 1.

    Google Scholar 

  • Kraiger, K., Ford, J. K., & Salas, E. (1993). Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation. Journal of Applied Psychology, 78(2), 311–328.

    Article  Google Scholar 

  • Lai, Y., & McDowall, A. (2014). A systematic review (SR) of coaching psychology: Focusing on the attributes of effective coaching psychologists. International Coaching Psychology Review, 9(2), 118–134.

    Google Scholar 

  • Lai, Y.-L., & Smith, H. (2020). An investigation of the three-way joint coaching Alliance: A social identity theory perspective. Applied Psychology.

    Google Scholar 

  • Liljenstrand, A. M., & Nebeker, D. M. (2008). Coaching services: A look at coaches, clients, and practices. Consulting Psychology Journal: Practice and Research, 60(1), 57–77.

    Article  Google Scholar 

  • London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100.

    Article  Google Scholar 

  • Louis, D., & Fatien Diochon, P. (2014). Educating coaches to power dynamics: Managing multiple agendas within the triangular relationship. Journal of Psychological Issues in Organizational Culture, 5(2), 31–47.

    Article  Google Scholar 

  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

    Article  Google Scholar 

  • Möller, H., & Kotte, S. (2011). Die Zukunft der Coachingforschung [the future of coaching research]. Organisationsberatung, Supervision, Coaching, 18(4), 445–456.

    Article  Google Scholar 

  • Müller, A., & Kotte, S. (2020). Of SMART, GROW and goals gone wild: A systematic literature review on the relevance of goal activities in workplace coaching. International Coaching Psychology Review, 15(2), 69–99.

    Google Scholar 

  • Pandolfi, C. (2020). Active ingredients in executive coaching: A systematic literature review. International Coaching Psychology Review, 15(2), 6–30.

    Google Scholar 

  • Salas, E., & Cannon-Bowers, J. A. (2001). The science of training: A decade of progress. Annual Review of Psychology, 52, 471–499.

    Article  Google Scholar 

  • Sherman, S., & Freas, A. (2004). The wild west of executive coaching. Harvard Business Review., 82(11), 82–90.

    Google Scholar 

  • Silzer, R., Cober, R., Erickson, A., & Robinson, G. (2008). Practitioner needs survey: Final survey report. Society for Industrial Organizational Psychology.

    Google Scholar 

  • Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis, and a review of empirical findings. Personnel Psychology, 58(1), 33–66.

    Article  Google Scholar 

  • Sonesh, S. C., Coultas, C. W., Lacerenza, C. N., Marlow, S. L., Benishek, L. E., & Salas, E. (2015a). The power of coaching: A meta-analytic investigation. Coaching: An International Journal of Theory, Research and Practice, 8(2), 73–95.

    Google Scholar 

  • Sonesh, S. C., Coultas, C. W., Marlow, S. L., Lacerenza, C. N., Reyes, D., & Salas, E. (2015b). Coaching in the wild: Identifying factors that lead to success. Consulting Psychology Journal: Practice and Research, 67(3), 189–217.

    Article  Google Scholar 

  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.

    Article  Google Scholar 

  • Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology, 9(1), 1–18.

    Article  Google Scholar 

  • Tsui, A. S., & O’Reilly, C. A. (1989). Beyond simple demographic effects: The importance of relational demography in superior-subordinate dyads. The Academy of Management Journal, 32(2), 402–423.

    Google Scholar 

  • Wycherley, I. M., & Cox, E. (2008). Factors in the selection and matching of executive coaches in organisations. Coaching: An International Journal of Theory, Research and Practice, 1(1), 39–53.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. HMKW University of Applied Sciences for Media, Communication and Management, Frankfurt, Germany

    Silja Kotte

  2. Sapir Academic College, Ashkelon, Israel

    Gil Bozer

Authors
  1. Silja Kotte
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Gil Bozer
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Silja Kotte .

Editor information

Editors and Affiliations

  1. Institute of Psychology, Universität Osnabrück, Osnabrück, Lower Saxony, Germany

    Siegfried Greif

  2. Institut für Psychologie, University of Kassel, Kassel, Hessen, Germany

    Heidi Möller

  3. Lebenswissenschaftliche Fakultät, Humboldt-Universität zu Berlin, Berlin, Berlin, Germany

    Wolfgang Scholl

  4. Henley Business School, Henley Centre for Coaching, University of Reading, Reading, UK

    Jonathan Passmore

  5. Executive Coach, Erding/Munich, Germany

    Felix Müller

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Kotte, S., Bozer, G. (2022). Workplace Coaching Research: Charted and Uncharted Territories. In: Greif, S., Möller, H., Scholl, W., Passmore, J., Müller, F. (eds) International Handbook of Evidence-Based Coaching. Springer, Cham. https://doi.org/10.1007/978-3-030-81938-5_80

Download citation

Publish with us

Policies and ethics

Search

Navigation