This document summarizes a large-scale PhD research study investigating how and why coaching develops organizational leaders. The study will collect data from leaders undergoing coaching through validated surveys measuring emotional intelligence, self-efficacy, leadership behaviors, and effectiveness. The goal is to help validate coaching's positive effects and better understand how coaching develops leaders. Coaches, leaders, and organizations are invited to participate by having the leader, direct reports, coach, and supervisor complete surveys before and after coaching. Results will help advance the coaching industry.

1. Global PhD Research Project
The University of Newcastle, Australia
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2.  Leadership has often been described as the single most critical factor in the success of
organisations (Bass, 1974)
 However relative to the ‘what’ of leadership, comparatively little exists on the ‘how’ of
leadership development (Lynham, 2000)
 In particular, many organisations are employing coaches to develop their leaders
(Bennett & Bush, 2009), however there is a lack of methodologically rigorous studies
investigating coaching (Baron & Morin, 2010; Bozer & Sarros, 2012) “There is something
of a “black box” feel about much of the current coaching literature; we know it can work
but often do not know why it works or how it could work even better.” Feldman &
Lankau (2005, p. 845)
 This large scale PhD Doctorate research study funded through the University of
Newcastle, will help to address this gap by investigating ‘how’ and ‘why’ coaching
develops organisational leaders.
“Many executives are finding that regular coaching sessions with an external coach, even
by telephone when necessary, can have a transformational impact on the quality of their
performance at work and their relationships at home.” Sir John Whitmore (2002, p.4)
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3.  Dr Rebecca Mitchell, Associate Professor, University of Newcastle,
Australia
◦ Published extensively in the area of Organisational Behaviour particularly on
the topic of leadership.
◦ 2011 & 2012: Winner Irish Academy of Management Best Paper Award
◦ 2009 & 2012: Winner British Academy of Management Best Paper award
◦ 2008: Finalist US Academy of Management’s Newman Award
 Dr Brendan Boyle, CIPD, Associate Professor, University of Newcastle,
Australia
◦ Published extensively in the area of international human resource
management, management of multinational corporations, and international
business strategy.
 Mr Peter Halliwell, PhD Candidate, University of Newcastle, Australia
◦ B.Eng. (1st Class Hons), Canterbury University, NZ
◦ M.B.A., Victoria University, NZ
◦ 5th Dan Black Belt Tae Kwon Do Instructor
◦ 20 years leadership experience at BP Oil (multi-national oil company) and his
current employer Essential Energy (government owned electricity utility)
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4.  The researcher would like to thank the
following who have been very supportive
in the development and distribution of
the study
◦ The University of Newcastle
◦ Several internationally acclaimed Leadership
Development & Coaching academics
◦ Institute of Coaching
◦ Society for Human Resource Management
◦ International Coach Federation
◦ A large number of Australian coaching
institutes, companies and certified
practising coaches participating in the study
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Email to International Coaching Federation members:
Peter Halliwell, a PhD student at the University of Newcastle in Australia
is studying the efficacy of leadership coaching in relationship to leader
emotional intelligence, openness, leadership self-efficacy, and
behaviours.
He is seeking coaches, clients who are leaders and have at least one direct
report, and superiors to take surveys about the leader. The desire is for
all four participants take a 5-10 minute assessment before coaching and
about six months after coaching has begun. All participants must be fluent
in English.
The study design allows for anyone to opt out at any time and all data will
have personal identification removed once all eight surveys have been
completed for the four participants in a group.
If you feel you can help Peter, please contact him directly at
peter.halliwell@uon.edu.au.
Thank you for taking the time to serve our industry. Best regards, Joel
Joel DiGirolamo, Director of Coaching Science
International Coach Federation
2365 Harrodsburg Rd, Ste. A325
Lexington, KY 40504 USA

5.  Data is being collected from a large number of front line, mid-level and senior leaders
during 2016-2017, with results to be analysed in 2018 in accordance with the model
below
 Empirically validated 360 degree assessments will be used to measure leaders pre and
post coaching, including:
◦ Managerial Practices Survey (Yukl, 2012)
◦ Authentic Leadership Questionnaire (Avolio, Gardner, & Walumbwa, 2007)
◦ Leadership Efficacy Questionnaire (Hannah & Avolio, 2013)
◦ Genos EI Inventory (Palmer & Stough, 2014)
 Data will include measures of:
◦ Task-orientated leadership behaviours
◦ Relations-oriented leadership behaviours
◦ Change-oriented leadership behaviours
◦ Authentic leadership behaviours
◦ Emotional and social intelligence
◦ Open-mindedness
◦ Self-efficacy (leadership confidence)
◦ Leadership effectiveness
◦ Financial benefits
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6.  Emotional Intelligence
◦ Measured using the Genos Emotional Intelligence Inventory developed by Palmer, B. & Stough, C. (2014) and published
by Genos International, www.genosinternational.com
◦ Incorporates 31 questions measuring seven aspects of emotional intelligence, i.e. emotional self-awareness,
expression, awareness of others, reasoning, self-management, management of others, and self-control, e.g.:
 I take criticism from colleagues personally (1-5 scale)
 I am aware of my mood state at work (1-5 scale)
 Self-efficacy (leadership confidence)
◦ Measured using the Leadership Efficacy Questionnaire developed by Hanna, S., & Avolio, B. (2013) and published by
Mind Garden, Inc. www.mindgarden.com
◦ Incorporates 22 questions measuring three components of leadership self-efficacy, i.e. action, self-regulation and
means self-efficacy, e.g.:
 As a leader I can motivate myself to take charge of groups (1-10 scale)
 As a leader I can coach followers to assume greater responsibilities for leadership (1-10 scale)
 Leadership behaviour (authentic)
◦ Measured using the Authentic Leadership Questionnaire developed by Avolio, B., Gardner, W., & Walumbwa, F. (2007)
and published by Mind Garden, Inc. www.mindgarden.com
◦ Incorporates 16 questions answered by direct reports measuring four components of authentic leadership, i.e.
transparency, moral/ethical, balanced processing and self-awareness, e.g.:
 My manager says exactly what he or she means (1-5 scale)
 My manager admits mistakes when they are made (1-5 scale)
 Leadership behaviour (authentic)
◦ Measured using the Authentic Leadership Questionnaire developed by Avolio, B., Gardner, W., & Walumbwa, F. (2007)
and published by Mind Garden, Inc. www.mindgarden.com
◦ Incorporates 16 questions answered by direct reports measuring four components of authentic leadership, i.e.
transparency, moral/ethical, balanced processing and self-awareness, e.g.:
 My manager says exactly what he or she means (1-5 scale)
 My manager admits mistakes when they are made (1-5 scale)
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9.  For each leader being coached, surveys should be completed by the:
◦ Coach (5 mins)
◦ Coachee (i.e. the leader being coached) (15 mins)
◦ Coachee’s direct reports (10 mins) (three recommended)
◦ Coachee’s supervisor (5 mins)
 The surveys can be accessed by clicking on the web link below. Although the surveys
are self-explanatory, feel free to contact the researcher for more information at
peter.halliwell@uon.edu.au or phone 0429 918 953.
 Link to surveys (feel free to click on and view)
https://www.sogosurvey.com/k/SsTPPXWsRVsPsPsP
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10.  Results of the research will assist the coaching industry to help validate coaching’s
positive effects, and to better understand ‘how’ coaching develops organisational
leaders and ‘when’ it may be best applied.
 Subject to consents, coaches, participants and client organisations are able to receive
valuable pre and post 360-degree reports at no cost to assist further development and
independently validate coaching’s positive effects.
 All participants are welcome to receive copies of papers published on the study’s
findings.
 Those completing surveys will have a chance to win one of two Apple IWatch OS2’s or
equivalent
 Names of individuals and organisations will remain confidential in accordance with the
University of Newcastle’s requirements for the research. Further, industry leading
survey software is used incorporating SSL data encryption to protect data security.
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