Does it last? A systematic review of the enduring effects on managers from executive coaching

Abstract

This systematic review explores the enduring, individual effects on managers following executive coaching, which is a widely used, expensive intervention. To date, short-term effects appear largely positive, although the medium and long-term individual effects are largely under-investigated. The data for the review comprise primary studies published in peer-reviewed journals reporting individual outcomes on managers from executive coaching where data were collected at least one month after the end of the coaching. Evidence of enduring outcomes from the 16 retained studies was integrated using narrative synthesis. Research insights from the studies were integrated using techniques of meta-synthesis. The synthesis of evidence suggests that effects in the cognitive, behavioural and affective domains persist in the months following the coaching and that some effects may emerge only after the intervention has ended. The insights from the retained studies suggest that enduring outcomes involve two key sub-processes occurring within the overall coaching process: ‘psychological resourcing’ and ‘leader identity development’. Overall, the systematic review highlights the paucity of research on how the effects of executive coaching unfold over time and the absence of a theoretical framework to guide research in this area. Specific knowledge gaps are identified and future research strategies are proposed.