Does a "blended" programme of development and coaching, produce sustainable change?

Abstract

The aim of this paper is to examine whether a blended leadership programme, which combined coaching and development sessions, would lead to lasting change. The research was undertaken with a group of senior leaders at a wholesale bank in the United Kingdom. Using a case study approach, the research gathered data from a number of sources, and at a variety of depths, to track any changes both during and post the intervention. The results provided a number of interesting findings including that changes did occur, the ROI exceeded 300% and learning and impacts of the programme lasted six months beyond the end of the programme.

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