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Sport Psychology
Modernisation Agency
Leadership Centre

RESEARCH INTO LEADERSHIP

Literature review: coaching effectiveness – a summary

A summary of a report for the NHS Leadership Centre by Dr Sandra Fielden of Centre for Diversity and Work
Psychology, Manchester Business School, University of
Manchester

RESEARCH INTO LEADERSHIP

DH Information reader box
Policy

HR/Workforce

Management Planning

Estates Performance IM&T Finance

Clinical

Partnership working

Document purpose

For information

ROCR ref

Gateway ref 4524

Title

Literature review: coaching effectiveness
– a summary

Author

NHS Leadership Centre

Publication date

March 2005

Target audience

Directors of HR

Circulation list
Description

A summary of a systematic review of leadership development literature

Cross ref

N/A

Superseded docs

N/A

Action required

N/A

Timing

N/A

Contact details

Neil Offley
NHS Leadership Centre
5th Floor, 11 Belgrave Road
London SW1V 1RB
0845 607 4646 neil.offley@dh.gsi.gov.uk For recipients use

Contents
Introduction

2

What is coaching?

3

The reasons for the increasing popularity of coaching

4

Coaching and mentoring

5

Being an effective coach

6

Types of coaching

7

Selecting a coach

9

Internal versus external

10

Forms of coaching delivery

11

The coaching relationship

12

A coaching model for leadership development

13

Organisational requirements

14

Unsuccessful coaching

15

Benefits to organisations

16

Barriers to coaching

17

Diversity within coaching

18

Summary

19

Literature review: coaching effectiveness – a summary

1

Introduction
This literature review demonstrates the importance of coaching relationships and provides practical examples of how effective coaching can be established, ranging from individual requirements to organisational needs.
However, an extensive review
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