The Use of Coaching as a Model for Leadership Development

Abstract In complex health care organizations undergoing significant growth, the identification of key talent for promotion and development is often challenging. The organization for the current project has a proven workforce performance record and hiring from within provides an opportunity for the advancement of committed staff. Strong evidence supports the positive impact of coaching on employee development and success within organizations. With mutual goal setting, coaching assists the identification of employees' leadership potential which is then cultivated to achieve high performance levels and reduce subsequent turnover. Structured employee coaching can assist in identifying leadership potential, retention and assisting employees reach high performance levels. The GROW model was utilized for the execution of structured individual employee coaching sessions with 10 nurse practitioners who work within the same business segment of a complex health care organization completing Medicare Wellness Visits. Pre- and post-coaching session data were collected using the Psychological Capital Questionnaire (PCQ) which measures hope, efficacy, resilience, and optimism. Post-coaching session emails were sent one week later to provide immediate participant feedback on the individual perceptions of the coaching intervention. Results demonstrated an overall positive shift in the PCQ measures. This supports having a well-defined, evidence-based process to identify and promote deserving employees into positions of leadership. Coaching that involves deep personalization and focuses on employee well-being assists in employee development, promoting employees with leadership potential, and in reaching high performance levels.A one-year embargo was granted for this item