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This qualitative study explores firefighters’ experiences of undertaking a formal coaching role within a hierarchical fire service. Drawing on semi-structured interviews with operational firefighters who had completed the organisation's coaching programme, the research examines how coaching is understood and practised within a command-based environment. Findings suggest that coaching occupies a distinctive organisational position: it is formally sanctioned and aligned with organisational values, yet operates outside the operational chain of command. Participants described coaching as a developmental and relational practice shaped by hierarchy, operational accountability and the need to navigate multiple professional identities. The study also questions the adequacy of the term peer coaching within hierarchical settings, where rank and authority continue to influence coaching relationships. The study contributes to a more contextually grounded understanding of peer coaching within hierarchical organisations.
Laura Birnbaum (Tue,) studied this question.