Designing a Coaching Intervention to Support Leaders Promoted Into Senior Positions

Terblanche, Albertyn, Coller-Peter, 2017

Brief summary: this qualitative research focused on the question of what a coaching program should look like for leaders who are promoted to a Senior Management position.

Eight leaders were selected who were promoted to the senior position and who received coaching. The coaches, HR and a line manager also participated in the survey. Data were collected on the basis of the grounded theory method.

A main conclusion drawn by the researchers is that ‘transition coaching’ is still relatively little structural part of promotion processes. According to the researchers, this may have to do with the costs of Executive Coaching, possibly also with the fact that the phenomenon of ‘transition coaching’ is relatively unknown.

On the basis of the research, the researchers make recommendations about, among other things: optimal moment to start the coaching, duration of the coaching, selection of coaches. Recommendations are also made on the importance of formulating goals / desired outcomes, the use of models and theories and assessments, and involving the client’s organization in the coaching.

Link: https://bit.ly/35fVDti

Published in: Journal of Human Resource Management

Research type: Qualitative

Number of participants: 16

Control group: No

Keywords: Transition coaching, Career transition, Program Design

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