In spite of the potential benefits that coaching-based leadership interventions can bring
to organizations, basic questions remain about their impact on developing coaching
skills and increasing psychological capital (PsyCap), work engagement and in- and
extra-role performance. In a controlled trial study, 41 executives and middle managers
(25 in the experimental group and 16 in the waiting-list control group) from an automotive
sector company in Spain received pre-assessment feedback, a coaching-based
leadership group workshop, and three individual executive coaching sessions over a
period of 3 months. The intervention program used a strengths-based approach and the
RE-GROW model, and it was conducted by executive coaching psychologists external
to the organization. Participants (N = 41) and their supervisors (N = 41) and employees
(N = 180) took part in a pre-post-follow up 360-degree assessment during the research
period. Quantitative data were analyzed using Analyses of Variance (ANOVA) with a
2 2 design, paired-samples t-tests, and univariate analyses between groups. Results
indicated that the intervention program was successful in increasing the participants’
coaching-based leadership skills, PsyCap, work engagement, and in- and extrarole
performance. Qualitative measures were also applied, and results from individual
responses provided additional support for the study hypotheses. Regarding practical
implications, the results suggest that the Coaching-based Leadership Intervention
Program can be valuable as an applied positive intervention to help leaders develop
coaching skills and enhance well-being and optimal functioning in organizations
