The experience of team coaching: A dual case study

Abstract

Objective:This paper presents a dual case study of leadership team coaching with one government and one corporate team. The authors discuss the findings and propose a new high performance team coaching model.Design:In this study, the researchers documented and compared the experience of team coaching between their two leadership teams using a qualitative case study methodology that tracked the participants’ experiences.Methods:The case study data were collected through three triangulated methods: semi-structured team member interviews; case study notes and observations; and a collaborative journal.Results:The analysis of the separate case studies resulted in a rich description of the team coaching experience for two teams. The findings revealed valuable coaching elements that were common between the cases and linked to the literature, including the importance of: (i) a team charter and working agreements; (ii) full participation; (iii) coach manner and actions; (iv) a team launch; and, (v) coaching structure and follow-up. Six changes that participants identified included improvements in: (i) collaboration and productivity; (ii) relationships; (iii) personal learning; (iv) communication and participation; (v) impact beyond the team; and (vi) peer coaching.Conclusions:These participant’s descriptions of team coaching offer insight into valuable aspects of team coaching that informed the proposed evidence-based high performance team coaching model. The model can be used and studied by team coaching practitioners and researchers alike.