Isaac Scientific Publishing

Frontiers in Management Research

Understanding Good Practice in Workplace Coaching

Download PDF (172.4 KB) PP. 37 - 45 Pub. Date: April 25, 2017

DOI: 10.22606/fmr.2017.12001


  • Dimitra Skoumpopoulou*
    Newcastle Business School, Faculty of Business and Law, Northumbria University, UK


Workplace coaching is growing rapidly and many organisations use it as a way to motivate and support their employees in their careers. This paper is a theoretical paper that draws upon the authors' experiences of workplace coaching. The author discusses the main aspects of successful workplace coaching while it summarises the most important behaviours and attitudes of an effective workplace coach.


Workplace coaching, coaching reflections, lessons learnt


[1] B.J. Avolio, Full Range Leadership Development,Sage Publications, Los Angeles, CA 2011.

[2] M. E. Berg and J. T. Karlsen,“An evaluation of management training and coaching”, Journal of Workplace Learning, Vol. 24 no. 3, pp. 177 – 199, 2012.

[3] D. C. Feldman and M.J. Lankau,“Executive Coaching: a review and agenda for future research”, Journal of Management, vol. 31, no. 6, pp. 829-848, 2005.

[4] E. Cox, T. Bachkirova and D. Clutterbuck, The complete handbook of coaching, London: Sage, 2010.

[5] J. Passmore and A. Fillery-Travis, “A critical review of executive coaching research: a decade of progress and what's to come”, Coaching: An International Journal of Theory, Research and Practice, vol. 4, no. 2, pp. 70-88, 2011.

[6] J. W. Smither, “Can psychotherapy research serve as a guide for research about executive coaching? An agenda for the next decade”, Journal of Business Psychology, vol. 26, pp. 135-145, 2011.

[7] K. K. Miller and W. Hart, Choosing an executive coach, Greensboro, NC: CCL Press, 2001.

[8] L. Baron and L. Morin, “The coach-coachee relationship in executive coaching: a field study”, Human Resource Development Quarterly, Vol. 20, no. 1, pp. 85-106, 2009.

[9] L. Boyce, J. Jackson, and L. J. Neal, “Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program”, Journal of Management Development, vol. 29 no. 10, pp.914-931, 2010.

[10] J. Niemes, “Discovering the values of executive coaching as a business transformational tool”, Journal of Organizational Excellence, vol. 21, pp. 61-69, 2002.

[11] S. Graham, J. Wedman and B. Garvin-Kester, “Manager coaching skills: What makes a good coach?”Performance Improvement Quarterly, vol. 7, no. 2, pp. 81-94, 1994.

[12] A. Grant and D. Stober, “Introduction”, In D. Stober & A. Grant (Eds.), Evidence based coaching: Putting best practices to work for your clients (pp. 1-14). New Jersey, USA: Wiley & Sons, 2006.

[13] D. McKenna and S. Davis, “Hidden in plain sight: The active ingredients of executive coaching”, Industrial and Organizational Psychology: An Exchange of Perspectives on Science and Practice, vol. 2, no. 3, pp. 224-260, 2009.

[14] L. L. Tobias, “Coaching executives”, Consulting Psychology Journal: Practice and Research, vol. 48, no. 2, pp.87-95, 1996.

[15] B. Palmer, “Maximizing value from executive coaching”, Strategic HR Review, vol. 2, pp. 26-29, 2003.

[16] M. Bernett, Practical Guide to Coaching in the Workplace, Available from: (Accessed 29th of April 2016), 2009.

[17] R. Wageman, “Critical success factors for creating superb self-managing teams”, Organisational Dynamics, vol.26, no. 1, pp. 49-61, 1997.

[18] K.M. Wasylyshyn, “Executive coaching: An outcome study”, Consulting Psychology Journal: Practice and Research, vol. 55, no. 2, pp. 94-106, 2003.

[19] G. Olivero, K. D. Bane and R. E. Kopelman, “Executive coaching as a transfer of training tool: Effects on productivity in a public agency”, Public Personnel Management, vol. 26, pp. 461-469, 1997.

[20] J. McGovern, M. Lindemann, M. Vergara, S. Murphy, L. Barker and R. Warrenfeltz, “Maximizing the impact of executive coaching: Behavioral change, organizational outcomes, and return on investment”, The Manchester Review, vol. 6,pp. 1-9, 2001.

[21] J. C. Quick and M. Macik-Frey, “Behind the mask: Coaching through deep interpersonal communication”, Consulting Psychology Journal: Practice and Research, vol. 56, pp. 67-74, 2004.

[22] T. R. Bacon and K. I. Spear, Adaptive coaching: The art and practice of a client-centered approach to performance improvement, Palo Alto, CA: Davis-Black, 2003.

[23] A. D. Ellinger, A. E. Ellinger and S. B. Keller, “Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry”, Human Resource Development Quarterly, vol. 14, pp. 435–458, 2003.

[24] E. Goldman, M. Wesner and O. Karnchanomai, “Reciprocal peer coaching: a critical contributor to implementing leadership plans”, Human Resource Development Quarterly, vol. 24 no. 1, pp. 63-87, 2013.

[25] P. Shaw and R. Linnecar, Business coaching: achieving Practical Results Through Effective Engagement, John Wiley & Sons Ltd, 2007.

[26] K. Gyllensten and S. Palmer, “The coaching relationship: an interpretative phenomenological analysis”, International Coaching Psychology Review, vol. 2, no. 2, pp. 168-177, 2007.

[27] D. Pardey, Coaching, Published Burlington. MA: Butterworth-Heinemann, 2007.

[28] M. Duff and J. Passmore, “Coaching ethics: A decision making model”, International Coaching Psychology Review, vol. 5 no. 2, pp. 140-151, 2010.

[29] R. Agarwal, C. Angst and M. Magni, “The performance impacts of coaching: A multilevel analysis using hierarchical linear modeling”, International Journal of Human Resource Management, Vol. 20, no. 10, pp. 2110–2134, 2009.

[30] S. Kim, T. Egan, W. Kim and J. Kim, “The impact of managerial coaching behaviour on employee work-related reactions”, Journal of Business Psychology, vol. 28, no. 3, pp. 315–330, 2013.

[31] K. J. Preacher and A. F. Hayes, “Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models”, Behavior Research Methods, vol. 40, pp. 879–891, 2008.

[32] J. O. Burdett, “Forty things every manager should know about coaching”, Journal of Management Development, vol. 17 no. 2, pp. 142–152, 1998.

[33] G. N. McLean, B. Yang, M. H. C. Kuo, A. S. Tolbert and C. Larkin, “Development and initial validation of an instrument for measuring managerial coaching skill”, Human Resource Development Quarterly, vol. 16, no. 2, pp.157–178, 2005.

[34] M. Hagen, “Black Belt coaching and project outcomes: An empirical investigation”, Quality Management Journal, vol. 17, no. 2, pp. 54–67, 2010.

[35] S. Graham, J. Wedman and B. Garvin-Kester, “Manager Coaching skills: development and application”, Performance Improvement Quarterly, vol. 6, no. 1, pp. 2-13, 1993.

[36] S. Persson, “Coaching as a tool for learning: An interplay between the individual and organizational level”, Studies in the Education of Adults, vol. 39, no. 2, pp. 197–216, 2007.

[37] B. Joo, “Executive coaching: a conceptual framework from an integrative review of practice and research”, Human Resource Development Review, vol. 4, no. 4, pp. 462-488, 2005.

[38] A. Gladeanan Effective Note taking for coaches, accessed 29th of April 2016 through, 2015.

[39] S. Berglas, “The very real dangers of executive coaching”, Harvard Business Review, June, pp. 87-92, 2002.

[40] W. H. Hodgetts, “Using executive coaching in organizations: What can go wrong (and how to prevent it)”, In C.Fitzgerald & J. Garvey Berger (Eds.), Executive coaching: Practices and perspectives. Palo Alto, CA: DaviesBlack, 2002.

[41] B. Redshaw, “Do we really understand coaching: how can we make it work better?”, Industrial and Commercial training, vol. 32, no. 3, pp. 106-108, 2000.

[42] T. G. Crane and L. N. Patrick, The heart of coaching: Using transformational coaching to create a highperformance coaching culture (3rd ed.), San Diego, CA: FTA, 2007.