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- 80% of the participants were favorable to coaching (Talboom, 1999).
- “Very Satisfactory”… This was the way clients most frequently rated the overall effectiveness of their coaching experience on a 5-point scale, where 4 was very satisfactory (Hall, Otazo, & Hollenback, 1999).
- Respondents were very satisfied with coaching: 86% rated coaching as very effective; 95% are doing things differently as a result of coaching; and 95% would recommend coaching to other staff members (Parker-Wilkins, 2006).
- Executives’ reactions to the idea of working with a coach were substantially positive – over 75% (Wasylyshyn, 2003).
- 96% of organizations report to have seen individual performance improve since coaching was introduced. Nearly as many (92%) also have seen improvements in leadership and management effectiveness (“Coaching Counts,” 2007).
- 7% to 93.8% positive responses, suggesting that coaching contributes to sustained behavioral change (Genger, 1997).
- At the level of learning, 70 – 90% of the participants were favorable to the coaching; at the behavioral level, it was over 50% (Talboom, 1999).
- Participants considered 73% of goals to have been achieved “very effectively” or “extremely effectively.” Stakeholders were more conservative, evaluating 54% of goals as having been achieved with this level of effectiveness, and 85% as having delivered results “effectively” or higher (McGovern et al., 2001)
- Executives improved significantly and mostly on behavioral dimensions related to the coaching objectives (15 of the 19 items, 79%) (Orenstein, 2006).
- Coaching assisted in the development of three main competencies: (a) leadership behavior (82%), (b) building teams (41%), and (c) developing staff (36%) (Parker-Wilkins, 2006).
- 55% of the participants increased leadership effectiveness as rated by others. 52% increased as rated by self (Thach, 2002).
- The top three indications of successful coaching were (a) sustained behavioral change (63%), (b) increased self-awareness and understanding (48%), and (c) more effective leadership (45%). On a 1-10 scale, over half of these coached executives reported a sustainability level between 6 and 8; over a third were at the 9-10 level (Wasylyshyn, 2003).
Further reliable and objectively published research studies analyzing the many benefits and areas of applied professional coaching can be found in the ICF research portal (http://coachfederation.org/about/landing.cfm?ItemNumber=825&navItemNumber=624) AND at the Center for Applied Positive Psychology at the Institute of Coaching, an associate of Harvard Medical School (http://www.instituteofcoaching.org/index.cfm?page=research).
1 International Coaching Federation, 1998. Online, public report: http://coachfederation.org/need/landing.cfm?ItemNumber=747&_ga=1.164631734.84380307.1422562725&RDtoken=64958&userID=.
2 International Coaching Federation, commissioned report conducted by Pricewaterhouse-Coopers. Online, public summary: http://coachfederation.org/need/landing.cfm?ItemNumber=747&_ga=1.164631734.84380307.1422562725&RDtoken=64958&userID=.
3 De Meuse, Kenneth P., Dai, Guangrong, 2009. Online, published paper: http://www.kornferryinstitute.com/sites/all/files//documents/briefings-magazine-download/The%20Effectiveness%20of%20Executive%20Coaching-%20What%20We%20Can%20Learn%20from%20the%20Research%20Literature%20.pdf.