What Makes Coaching More Likely to Succeed?
One of the more useful aspects of recent coaching research is that it moves beyond the simple question of whether coaching works and asks something more practical: Which types of goals does coaching appear to be most effective for, and what factors help support successful outcomes?
A recent review paper in the Journal of Occupational and Organizational Psychology suggests that coaching appears particularly effective for goals linked to:
self awareness
confidence and self efficacy
leadership and interpersonal effectiveness
communication and influence
resilience and emotional regulation
behavioural change
goal clarity and follow through
These are all areas where reflection, experimentation and behavioural adjustment are possible over time.
The evidence appears less consistent for outcomes such as:
direct financial impact
broader organisational transformation
complex systemic issues
long term behaviour change without wider support structures
Coaching tends to work best where an individual has meaningful agency to act differently, reflect on their behaviour and apply learning in practice. It is less likely to solve structural organisational problems on its own.
The paper also highlights something that experienced coaches and leaders often recognise quickly in practice: Organisational culture matters enormously.
The success of coaching is influenced not only by the quality of the coaching itself, but by the environment surrounding the coachee.
According to the review, coaching outcomes are more likely to be strengthened when organisations provide:
psychological safety
openness to feedback
supportive leadership
space for reflection and experimentation
alignment between development goals and organisational expectations
In contrast, coaching can be undermined where:
cultures are highly political or punitive
workloads leave little room for reflection
senior leaders model contradictory behaviours
organisations expect coaching to “fix” systemic dysfunction
individuals are encouraged to change while the wider system remains unchanged
This is an important point because development challenges are sometimes framed too narrowly as individual shortcomings. For example, difficulties with confidence, communication or visibility may partly reflect organisational dynamics rather than purely personal deficits. A coaching conversation may help someone navigate those challenges more effectively, but sustained change is often easier where the surrounding culture supports it.
The paper therefore points towards a more systemic understanding of coaching effectiveness.
Coaching can help individuals:
think more clearly
regulate pressure more effectively
communicate with greater impact
challenge unhelpful assumptions
develop new behavioural habits
But whether those changes become embedded and sustainable often depends on the broader organisational context.
Perhaps one of the most balanced conclusions from the paper is that coaching should not be viewed either as a cure-all or as merely a “nice to have”. The evidence increasingly suggests it can contribute meaningfully to leadership and professional development, particularly when:
the goals are realistic and developmental
the coachee is motivated and open to change
the coaching is psychologically informed
the organisational environment reinforces rather than undermines progress
Coaching and its effectiveness in organizations: Reflecting on a decade of research, looking forward to future challenges. Journal of Occupational and Organizational Psychology. https://doi.org/10.1111/joop.70115 (4 May 2026)