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Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It

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  • Simmy Grover
  • Adrian Furnham

Abstract

Purpose: The primary aim of this paper is to conduct a thorough and systematic review of the empirical and practitioner research on executive, leadership and business coaching to assess the current empirical evidence for the effectiveness of coaching and the mechanisms underlying it. Background: Organisations are increasingly using business coaching as an intervention to improve the productivity and performance of their senior personnel. A consequence of this increased application is the demand for empirical data to understand the process by which it operates and its demonstrable efficacy in achieving pre-set goals. Method: This paper is a systematic review of the academic and practitioner literature pertaining to the effectiveness of business and executive coaching as a developmental intervention for organisations. It focuses on published articles, conference papers and theses that cover business, leadership or executive coaching within organisations over the last 10 years. Conclusions: The main findings show that coaching is an effective tool that benefits organisations and a number of underlying facets contribute to this effectiveness. However, there is deficiency and scope for further investigation in key aspects of the academic research and we identify several areas that need further research and practitioner attention. ​

Suggested Citation

  • Simmy Grover & Adrian Furnham, 2016. "Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It," PLOS ONE, Public Library of Science, vol. 11(7), pages 1-41, July.
    • Handle: RePEc:plo:pone00:0159137
    DOI: 10.1371/journal.pone.0159137
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    References listed on IDEAS

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    1. John Antonakis & Samuel Bendahan & Philippe Jacquart & Rafael Lalive, 2010. "On making causal claims : A review and recommendations," Post-Print hal-02313119, HAL.
    2. McKenna, D. Douglas & Davis, Sandra L., 2009. "Hidden in Plain Sight: The Active Ingredients of Executive Coaching," Industrial and Organizational Psychology, Cambridge University Press, vol. 2(3), pages 244-260, September.
    3. Jeffrey C. Valentine & Therese D. Pigott & Hannah R. Rothstein, 2010. "How Many Studies Do You Need?," Journal of Educational and Behavioral Statistics, , vol. 35(2), pages 215-247, April.
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    Cited by:

    1. Krzysztof Puwalski, 2025. "Coaching jako droga rozwoju oraz refleksyjny proces przemiany drugiego człowieka – teoria i praktyka," Nowoczesne Systemy Zarządzania. Modern Management Systems, Military University of Technology, Faculty of Security, Logistics and Management, Institute of Organization and Management, issue 1, pages 85-96.
    2. Peter R Halliwell & Rebecca J Mitchell & Brendan Boyle, 2023. "Leadership effectiveness through coaching: Authentic and change-oriented leadership," PLOS ONE, Public Library of Science, vol. 18(12), pages 1-17, December.
    3. repec:ehu:cuader:33228 is not listed on IDEAS
    4. Neil Aldrin & Andyan Pradipta Utama, 2019. "Analysis of the Effect of Coaching on Teamwork Performance," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 8(3), pages 24-32, May.
    5. Ana Sofia Morais & Wasilios Hariskos, 2018. "Academic coaching and decision analysis: Ways of deciding whether to pursue an academic career," PLOS ONE, Public Library of Science, vol. 13(11), pages 1-18, November.

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