Conceptualising executive coaching as a job resource for stress management: using job demands-resource theory in an intervention field study

This intervention field study conceptualises executive coaching as a job resource for stress management, grounded in the Job Demands–Resources (JD-R) theory. Drawing on data from 123 coachees across 13 organisations and 36 professional external coaches, we explored the work context (e.g., direct manager support and expected required effort to achieve goals), coachee reflection during coaching as reported by the coach, the coach’s support, the coach-coachee interaction, and goals reported by the coachee. Our results underscore the importance of perceived contextual factors and the interplay between coach support and coachee reflection in managing job demands and perceived coaching outcomes. As perceived by the coachee, coach support mediated the impact of direct manager support on coaching outcomes, highlighting the coaching role in maximising coachees’ resources. Moreover, the findings indicate that the coachee-perceived trust in the coach and the coach’s motivation support buffered low coachee reflection. This suggests that coaching is a job resource that promotes goal performance and well-being by helping coachees regain balance between job demands and available resources.