This paper examines the extent to which a coach development programme benefits the coach beyond the boundaries of their coaching interventions. Much coaching research focuses on the impact of coaching on the coachee and the organisation; this small research project considers the impact on the coach. Alumni from a higher education coach development programme were invited to share their perspectives on their post programme coaching and organisational experiences via focus groups. Our findings suggest that a learning process that encourages self-awareness, reflexive conversations and opportunities to reflect and consider one’s coaching identity, enable coaches to apply their learning across a range of organisational scenarios, beyond their role as an internal coach. Organisational coaches report greater levels of confidence in their generic leadership roles and being perceived differently by others in their organisations, as a result of the coach development process. This study will be of interest to HRD practitioners considering an investment in developing internal coaches and to those involved in designing and delivering coach development programmes as the importance of teaching beyond coaching models and theory is demonstrated from this study. It may also help inform potential coach trainees considering embarking on a coach development programme, as the benefits can permeate all aspects of organisational performance.
|Journal||International Journal of Human Resource Development Practice, Policy and Research|
|Early online date||2 Nov 2016|
|Publication status||Published - 21 Nov 2016|