Does a strengths-based approach actually make coaching more effective? The Organisational Psychology Discussion group on 6 August explored this.

Niemiec & Cascio (2024) recently argued that character strengths and coaching share an “essential, inextricable interconnection.” Bold claim — so we decided to put it to the test.

Using data from three cohorts of a Leadership MBA programme, we surveyed participants post-programme to see how strengths-focused coaching elements actually related to real outcomes: net promotor score, leadership growth, and goal achievement.

What we found:

i) Strengths-focused coaching provided additional predictive power over asking good questions, sharing resources, and holding people to account.

ii) The Embody–Encourage–Energise–Empower–Connect model held up well as a practical framework for how strengths show up in the coaching relationship.

iii) Face-to-face coaching showed a measurable edge over virtual formats when it came to sharing resources — worth considering as more coaching moves online.

Outcome measures were meaningfully correlated, suggesting strengths-based coaching doesn’t just move one needle (like confidence) — it lifts several interconnected outcomes together.

The takeaway for coaches and L&D leaders: the interconnection isn’t just theoretical — it shows up in the data.

Click here for the slides