Positive Coaching with Frontline Managers

Abstract

Coaching is increasingly being used in the health sector, with staff and patients. Despite this increase, there is only a small body of empirical evidence that demonstrates the effectiveness of coaching in health care settings. This study evaluated the effectiveness of a workplace coaching program (WCP) aimed at enhancing the work behaviors and well-being of 17 managers in a large Australian teaching hospital. A within-group, pre-post test study design was used. The WCP consisted of needs-based workshops and group and individual coaching over a 6-month period. Positive social science provided the theoretical underpinning for the WCP, and this was applied through an integrated solution-focused, cognitive-behavioral methodology. A questionnaire was used to collect data at two time-points. Data were analyzed using the Wilcoxon Sign Rank Test. Participation in coaching was associated with significantly enhanced proactivity, core performance, goal-attainment, self-insight, motivation, positive affect, and autonomy. Significant effects on self-reflection, negative affect, and psychological well-being were not found. The study provides preliminary evidence in favor of workplace coaching as an effective approach for facilitating work effectiveness. Further research utilizing larger sample sizes and controlled study designs is warranted.

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