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Capitalizing on coaching investment: enhancing coaching transfer

Capitalizing on coaching investment: enhancing coaching transfer Purpose – The purpose of this paper is to raise organization's and practitioner's awareness of how to maximise coaching investment via enhancing coaching transfer. Design/methodology/approach – This paper is based on a research project that comprised two sub‐studies. The first employed used semi‐structured interviews and qualitative analysis techniques to explore coachees' ( N =25), coaches' ( N =9) and organizational stakeholders' ( N =5) perceptions of a successful coaching outcome and the facilitators and barriers to transfer. The second study administered a self‐report questionnaire developed from the results of Study one to coachees ( N =110) to explore possible relationships between transfer and coachee motivation, work environment psychosocial factors and situational factors. Findings – Coachees, coaches and organizational stakeholders described coaching outcomes as comprising intra‐personal development, personal and performance outcomes. Further, they described transfer as associated with a pro‐development organizational climate, psychosocial support and the coachee having a pro‐development attitude. Correlational analyses of questionnaire data supported these findings. Research limitations/implications – The findings were based on self‐report. Despite the limitations of self‐report data, they provide a useful indication of the factors which likely impact on coaching transfer. Practical implications – The findings are valuable in that they provide practical guidance to assist organizations and practitioners maximise coaching investment. Originality/value – Although this study drew on training transfer research, it was original in the field of coaching. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Capitalizing on coaching investment: enhancing coaching transfer

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References (3)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777280910951559
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to raise organization's and practitioner's awareness of how to maximise coaching investment via enhancing coaching transfer. Design/methodology/approach – This paper is based on a research project that comprised two sub‐studies. The first employed used semi‐structured interviews and qualitative analysis techniques to explore coachees' ( N =25), coaches' ( N =9) and organizational stakeholders' ( N =5) perceptions of a successful coaching outcome and the facilitators and barriers to transfer. The second study administered a self‐report questionnaire developed from the results of Study one to coachees ( N =110) to explore possible relationships between transfer and coachee motivation, work environment psychosocial factors and situational factors. Findings – Coachees, coaches and organizational stakeholders described coaching outcomes as comprising intra‐personal development, personal and performance outcomes. Further, they described transfer as associated with a pro‐development organizational climate, psychosocial support and the coachee having a pro‐development attitude. Correlational analyses of questionnaire data supported these findings. Research limitations/implications – The findings were based on self‐report. Despite the limitations of self‐report data, they provide a useful indication of the factors which likely impact on coaching transfer. Practical implications – The findings are valuable in that they provide practical guidance to assist organizations and practitioners maximise coaching investment. Originality/value – Although this study drew on training transfer research, it was original in the field of coaching.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Apr 24, 2009

Keywords: Coaching; Employee development

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