Some Research links
Some Research -
Reports: 2026
State-of-Organizations 2026 McKinsey
WEF 2025 Future of Jobs report
https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf
Gallup's 2025 report on global workplace insights, employee engagement, and organizational resilience.
file:///C:/Users/M/Downloads/state-of-the-global-workplace-2025-download.pdf
McKinsey's State of AI 2025
https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai
KPMG Generative AI Adoption index 2025
https://kpmg.com/ca/en/services/digital/ai-services/generative-ai-adoption-index.html
Deloitte - Ai-ROI the paradox of . . . elusive returns.
McKinsey - Scaling the 21st Century leadership factory
“…training doesn’t facilitate change….”and has a poor return on investment
The authors recommend Coaching, with training as a backup, as needed
Why leadership training Fails - and what to do about It
Michael Beer, Magnus Finnstrom, Derek Schrader Harvard Business Review, October, 2016
“coaching had positive effects on organizational outcomes overall (δ = 0.36), and on specific forms of outcome criteria”
Jones, R., Woods, S., Guillaume, Y. (2015) Journal of Occupational and Organizational Psychology / Vol 89, Issue 2
“coaching has significant positive effects on all outcomes with effect sizes ranging from g = 0.43 (coping) to g = 0.74 (goal-directed self-regulation)”
Theeboom, T., Beersma, B., van Vianen, A. (2013) The Journal of Positive Psychology Volume 9
“Participation in the coaching was associated with increased goal attainment, enhanced solution-focused thinking, a greater ability to deal with change, increased leadership self-efficacy and resilience, and decrease in depression.”
The Efficacy of Executive Coaching in Times of Organisational Change
Grant, A. (2013) Journal of Change Management , Volume 14, 2014 - Issue 2
Coaching the entrepreneur: features and success factors
Audet, J., Couteret, P. (2012) Journal of Small Business and Enterprise Development
“supportive supervisors enhances job performance, satisfaction, collaboration, employee's organizational commitment, and reduces their turnover intentions. Thus, the benefits of managerial coaching have been established and also parallel, many of those that have been associated with supportive supervisors.”
Supportive supervisors and managerial coaching: Exploring their intersections.
Ellinger, A. D. (2013) Journal of Occupational and Organizational Psychology, 86(3), 310-316.
“managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance.”
The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions
Kim, S., Egan, T.M., Kim, W. et al. J Bus Psychol (2013) 28: 315
“results demonstrate the clear theoretical and practical importance of effective managerial coaching”
Dahling, J., Ritchie Taylor, S., Chau, S., Dwight,S. (2015)
Royal college of Physicians - Personnel Psychology, Volume 69, Issue 4