Revenue spent on coaching globally is significant, yet data is lacking on the specific leadership behaviours it develops. This study focuses on the debate about coaching efficacy, the components of executive coaching and the leadership behaviours developed through it. The research context is a cross-government, blended, leadership programme. Using qualitative research and case studies of coachee/manager dyads, questions on who defines the coaching agenda, the coaching consequences and success due to coaching, are addressed. A notable finding questions the need for a coaching contract. Further research is invited to investigate transformational impacts of coaching at the deep emotional level
