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Principles and processes in coaching evaluation

Principles and processes in coaching evaluation

Gray, David E. ORCID: 0000-0002-3881-5083 (2004) Principles and processes in coaching evaluation. The International Journal of Mentoring and Coaching, 2 (2). pp. 1-7. ISSN 1815-804X

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Coaching, as a management development and change management tool is becoming increasingly prominent. However, many coaching programmes are either evaluated superficially (if at all) or at Kirkpatrick’s (1959) Level 1 – the reaction of participants to the programme. For coaching to gain sustainable credibility, evaluation needs to be more thorough, planned, systematic and inclusive. This article considers why coaching should be evaluated, who should take part in the evaluation and how evaluation can be conducted. These approaches to evaluation are influenced by the philosophical stance of the evaluator and range from experimental to the more illuminative evaluation of unanticipated outcomes. Whatever the results of evaluation it is essential that the outcomes of coaching are disseminated to key stakeholders – particularly those who sponsor and finance coaching interventions. But since coaching is such a complex phenomenon, the deep psychological and social processes of coaching also merit evaluation. Some empirical data on how a small sample of coaches evaluate their own coaching processes is presented, and some recommendations made for professional practice.

Item Type: Article
Uncontrolled Keywords: evaluation, coaching evaluation, systems evaluation, coaching, impact evaluation, evaluation research
Subjects: B Philosophy. Psychology. Religion > BF Psychology
Pre-2014 Departments: School of Business
School of Business > Leadership and Organisational Behaviour Research Group
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Last Modified: 14 Oct 2016 09:26

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