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Effects of coaching on work stress Assoc.prof. Gro Ladegård University of Life Sciences, Norway

Effects of coaching on work stress Assoc.prof. Gro Ladegård University of Life Sciences, Norway gro.ladegard@umb.no. Coaching – a ”fad”?. A report from 29 firms in UK shows that 9 out of 10 businesses use coaching as a managerial tool. 60% use external coaches.

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Effects of coaching on work stress Assoc.prof. Gro Ladegård University of Life Sciences, Norway

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  1. Effects of coaching on work stress Assoc.prof. Gro Ladegård University of Life Sciences, Norway gro.ladegard@umb.no

  2. Coaching – a ”fad”? • A report from 29 firms in UK shows that 9 out of 10 businesses use coaching as a managerial tool. 60% use external coaches. • Close to 100% report positive effects • In Norway are there now more than 30 institutions (private and public, universities) that give coaching education • The number of certifications of coaches are growing • In 2003, the International Journal of Evidence based Coaching and Centoring was established

  3. But: • Coaching is mainly a managerial practice, with no explicit theoretical foundation • No shared definition of coaching exist • Studies of effects are scarce, and mostly limited to single case studies • The coaching methods used vary significantly, and as coaching is a consulting service, they are not documented or published = Food for scientists!

  4. Employee coaching Hieracical Mentoring Assessment dialogues Authority structure Informal colleague dialogue Flat Medarbeidercoaching Structured Unstructured Degree of structure Coaching is defined as an organisational intervention at the individual level

  5. The coaching process • Structured dialogues • Longitudinal – from 3 months up to years • Three generic processes: • Increasing awareness and guiding attention • Detecting strengths and envisioning outcomes • Enacting new behaviour and experiences • Goals: • Take charge of your own work situation • Release potential • Not be a ”victim of the circumstances” (Based on Co-active coaching (ICF))

  6. How may coaching affect work stress? ””No problem is so big or so complicated that it can’t be runned away from” Snoopy

  7. Stressors: Work conditions Job characteristics ””No problem Subjective appraisal is so big or so complicated that it can’t be runned away from” Coping strategy The transaction model of stress

  8. Antecedents of stress Job demands Role conflict Role ambiguity Perceived stress Predictability of tasks Positive challenges Job control (decisions) Social support

  9. Alters subjective appraisal of stressors Coaching Appraisal Stressors Reaction: Stress Coping strategy Increases use of coping resouces Alters coping strategy Coaching Coaching and stress: Hypotheses

  10. Methods • 111 employees in 39 different firms • Coached 8-10 times over a months period • Measurement at two points of time, before and • after the coaching, of • stressors • stress level • Analysis: • What stressors explain stress? • Is there any difference in the effects of stressors on stress before and after coaching? • Does the stress level change?

  11. -0,32 -0,31 Stress r2=0,50 0,47 Results before coaching Results Job control Positive challenges Predictability Support from manager Empowerment Social support Role ambiguity (neg) Role fit Job demand Role conflict Role overload

  12. Mean score on BBI decreased from 93,8 to 82,4 (minimum=25, burnout =150) 27% increased their stress level, 73% reduced the stress level. The latter had a mean reduction of 24,7 points. The proportion of the sample on the burnout border (100 p) decreased from 39% to 19%. What can explain these changes? Changes in stress level

  13. Has the effects of stressors changed? -0,32/-,43 Empowerment Increased importance Decreased importance -0,31/-,19 Role fit Stress r2=0,59 Decreased importance Role overload 0,47/-,42 increased explanatory power of the model after coaching (from ,50 to ,59)

  14. Plausible explanations Increased use of empowerment opportunities (coping strategies) Empowerment Role overload is not as negatively appraised as a stressor Role overload Role fit is less important (not a victim to circumstances) Role fit

  15. Main conclusion • Coaching changes how the ”objective” work environment affects stress • The main change is towards coping strategies that explores own capabilities of taking control • This may explain that 1/3 of the respondents actuall increased their stress level: • - as the individual responsibility increases, people realise that no changes will happen unless they take more responsibility and control. • Coaching may be a tool for increased empowerment from a bottom-up perspective

  16. Further analysis • Match cases before and after coaching • Analysis of variance: Significant differences in means? • Moderator role of coaching? • Direct effects of coaching?

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