Why Evaluation of Leadership Coaching Counts

Abstract

Evidence suggests organisations’ significant investment in leadership coaching is characterised by two evaluation paradoxes: despite high strategic expectations and substantial budgets, evaluation has low strategic status; and, where organisations do attempt to evaluate, focus contradicts espoused overarching leadership outcomes. In response to criticism that research methodologies fail to replicate complex leadership environments, this study adopts ambidexterity to produce new moderators to explore the contradictory environment for evaluation and potential for a wider strategic contribution.