Evidence from 20 randomised trials shows where coaching actually moves the needle

There has been an explosion of coaching in the workplace. With over 71,000 practitioners globally and massive financial investment, it is clearly in fashion. But as leaders and coaches, we have to ask the hard question: Is there actual ROI behind the investment in executive coaching?

For a long time, the evidence was a bit of a “choose your own adventure” story, because there were too many different studies, inconsistent metrics, and a lack of methodological rigour. Even the major industry bodies have struggled to provide a unified proof of concept. However, a solid paper from Executive-Coaching-Research has cut through much of the noise. By looking exclusively at 20 randomised controlled trials, a gold standard in research, we get a solid picture of where coaching actually moves the needle.

The big win: Coaching as a behavioural engine

The most striking finding is that coaching is not merely a “supportive space” for venting; it is most powerful when it comes to changing what people actually do. The research categorised outcomes into behaviours, attitudes, and personal characteristics. While all three saw improvements, behavioural change was the undisputed champion.

This suggests that the real value of the coaching relationship lies in its ability to translate internal realisations into external action. It is the bridge between “knowing” and “doing” that often fails in traditional classroom-based leadership training.

Strategic thinking and “cognitive activities”

This leads us to a major breakthrough in strategic thinking. The study found that coaching had its most significant impact on “cognitive behaviours”, including goal-setting, developmental planning, and the adoption of new, complex behaviours. In practice, this means coaching is the ultimate tool for helping a leader shift from “tactical doing” to “intentional strategising”. It is also a significant performance booster, with the study finding strong positive effects on goal attainment. When leaders have a dedicated, structured space to map out how to win, they are far more likely to actually achieve the objectives set by the organisation.

Building internal resources for a VUCA world

We often assume that traits like resilience or self-efficacy are “baked in”; either you have the “grit” to survive a crisis, or you do not. This meta-analysis demonstrates that coaching can produce change even on relatively stable personal dimensions.

The study showed significant growth in:

  • Psychological Capital: A combination of hope, optimism, and the confidence to take on challenging tasks.
  • Resilience: The specific capacity to bounce back and maintain performance when the world hits hard.
  • Self-Efficacy: The fundamental belief in one’s own ability to execute the tasks required to produce results.

Essentially, coaching acts as a developmental “insurance policy”, building a leader’s internal resources before the inevitable crisis arrives.

The session count myth

The research provides some counterintuitive news for those managing L&D budgets: the quantity of coaching sessions did not significantly impact the overall results. Leaders and coaches seem to effectively “co-regulate”, adjusting the number of sessions based on the complexity of the goals rather than adhering to a rigid schedule.

However, there is a nuance regarding timing. If your goal is to change attitudes, such as job satisfaction or organisational commitment, the programme length in weeks mattered more than the number of sessions. Some internal shifts simply need time to “marinate” and align with the organisational culture, regardless of how many hours are spent in conversation.

Practical steps for leadership development

If you are responsible for developing talent, the data points to a more surgical application of coaching:

  • Target action-oriented roles: Coaching is highly effective for project managers and product leaders who need to master complex goal strategies.
  • Focus on the “How”: Ensure your coaching engagements are not just “chatting”, but are pushing for cognitive activities like rigorous planning and obstacle mapping.
  • Prioritise flexibility: Since session count does not dictate success, allow leaders to schedule sessions based on the “speed of the need” rather than a fixed calendar.
  • Give attitudes space: If you are looking for a shift in culture or commitment, plan for a longer engagement over several months, even if the actual sessions are infrequent.

Executive coaching has never been “fluff”. It is a rigorous, evidence-based intervention that helps leaders think more clearly, act more strategically, and stay resilient under pressure.

Source: Nicolau, A., Candel, O.S., Constantin, T. and Kleingeld, A. (2023) ‘The effects of executive coaching on behaviors, attitudes, and personal characteristics: a meta-analysis of randomized control trial studies’, Frontiers in Psychology, 14: 1089797. Available at: https://doi.org/10.3389/fpsyg.2023.1089797 (Accessed: 12 March 2026)

Image is from the report – Apologies for the bluriness!