Leadership coaching, leader self-efficacy, and trust in subordinates

In this paper, we used a two-phase exploratory sequential design consisting of qualitative and quantitative research methods and analysis to assess leadership coaching as a leader and leadership development practice. First, we addressed the need for appropriate outcome variables for leadership coaching. Analysis of a focus group study combined with a review of theory resulted in hypotheses linking leader self-efficacy and trust to coaching. We further hypothesized that the coach’s facilitative behavior would explain variation in these outcomes. We then tested the hypotheses using a pre–post comparison group design test on a sample of 24 leaders attending a six-month coaching program. We found that leader self-efficacy and trust in subordinates increased in the coaching group, but not in the control group. A regression analysis showed that the coach’s facilitative behavior positively affected the change in both outcome variables. Our findings support claims that coaching represents a promising leadership development practice.