The impressions of industrial psychologists of their proficiency as coaches

Abstract

Orientation: Coaching’s expansion is driven by its impact on job performance and wellbeing through positive reinforcement and goal achievement. Working as coaches for individuals, teams, and organisations, industrial psychologists often report feeling inadequately prepared for their coaching roles.Research purpose: The objective of this study was to explore industrial psychologists functioning as coaches, and, their training and development needs related to coaching in the workplace.Motivation for the study: Coaching is driven by its benefits for job performance and wellbeing, highlighting a challenge where many industrial psychologists, frequently acting as coaches, feel unprepared.Research approach, design and method: A qualitative research approach with an interpretivism paradigm was employed in this study. The participants, industrial psychologists and interns (N = 17) were approached using snowball sampling. The data was captured with qualitative surveys and analysed using thematic analysis.Main findings: The results showed that some participants felt confident since they experienced certainty of coaching psychology theories and the role of self-awareness in shaping their coaching methods. Some participants experienced less confidence in their coaching abilities and highlighted the need for supervision from a mentor in sound coaching practices. The participants reported a need for further development in skills such as emotional competence, and theoretical and technological knowledge and practice management.Practical/managerial implications: Coaching interventions by industrial psychologists can enhance employee strengths, boosting organisational returns and promoting a triple-bottom-line.Contribution/value-add: An industrial psychologist committed to coaching development can significantly boost both personal and organisational growth.