A research paper in the June 2014 issue of Consulting Psychology Journal adds yet another increment of validity to the effectiveness of coaching, specifically to strengths-based coaching.
The study assessed the leadership efficacy of two groups of leaders, one after six 90-minute coaching sessions, the other after waiting the same period of time. While the group on the waiting list improved in anticipation of their coaching sessions, the group that was coached improved a significantly greater amount.
This type of study is called a “between-subjects” design because it measures the effect of a treatment between individuals rather than repeating treatments and measures within individuals.
The study is reasonably robust because of the following factors:
- Utilization of a standardized coaching protocol,
- The outcome measure was a leadership multi-rater 360-type instrument (the Multifactor Leadership Questionnaire, MLQ), thus removing possible bias from the participant, and
- All participants were working in the same geography (Australia) of a multi-national non-profit organization and were at a senior managers or leader level.
The MLQ assessment measures elements of transformational, transactional, laissez-faire leadership and outcomes. It comes from many years of research validating each set of scales. The intent was to include as many facets of leadership as possible. Transformational leadership is that aspect of leadership attuned to building trust, inspiring, innovating, and developing others. All scales of transformational leadership showed an increase after coaching, as did all measures of outcome, which included effectiveness (leading a group that is effective), satisfaction (working with others in a satisfactory way), and extra effort (heightening others’ desire to succeed).
The study confirms that leaders can be coached to enhance their transformational leadership skills—to become more inspirational, more innovative, and to enhance development of their people. Because of this, organizations should feel confident that their coaching programs are paying off and providing a good return on investment. Further, it confirms the validity of structured and systematic coaching which is important so that organizations can be reassured that their particular coach training has a chance of becoming highly effective.
The major weakness to the study was that individuals were not randomly placed into the groups. However, the data gathered before the start of the study showed a very close similarity in the individuals across the two groups.
Every time another study such as this one is completed we have just one more bit of evidence to show our clients how useful coaching may be for them.
MacKie, D. (2014). The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study. Consulting Psychology Journal, 66, 118-137. doi: 10.1037/cpb0000005
The article is not written by the staff of the Academy of Coaching Excellence, we don't own the rights. It was originallly published at the ICF website. If you liked this, read other great articles at the ICF website.
