To read this content please select one of the options below:

Conceptualizing the distinctiveness of team coaching

Rebecca J. Jones (Henley Business School, University of Reading, Henley-on-Thames, UK)
Uwe Napiersky (Aston Business School, Birmingham, UK)
Joanne Lyubovnikova (Management School, University of Liverpool, Liverpool, UK)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 13 February 2019

Issue publication date: 29 April 2019




Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team development and team building interventions remains unclear. The paper aims to discuss these issues.


The authors address this significant gap by abductively exploring how TC is conceptualised in practice (n=410). The authors survey practitioners engaged in delivering TC to ask how they would define TC and distinguish it from other team interventions.


A thematic analysis of the data reveals eight themes, which can be used to define TC and illustrate areas of overlap and distinctiveness with other team interventions.

Research limitations/implications

The absence of a clearly defined construct is hindering the development of a rigorous theory of TC. The contribution of the paper is, therefore, a clear and comprehensive definition of TC, which can be used by researchers and practitioners alike when working within the domain of TC.


The paper provides the first systematic exploration of a definition of TC in relation to alternative team interventions. By utilising an abductive approach in the research, the authors are able to capitalise on practitioner experience in this practice-led field.



Jones, R.J., Napiersky, U. and Lyubovnikova, J. (2019), "Conceptualizing the distinctiveness of team coaching", Journal of Managerial Psychology, Vol. 34 No. 2, pp. 62-78.



Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

Related articles