Abstract

IntroductionWorkplace coaching, one of the most well-regarded training and development (T&D) practices, is increasingly utilized for the development of high-potential talent (e.g., Cooke, Saini, & Wang, 2014; Sonnenberg, van Zijderveld, & Brinks, 2014). This increase corresponds to a proliferation of organizational talent management (TM) initiatives aimed at developing broad-based collective capabilities to achieve strategic organizational objectives (Day & O'Connor, 2017). For instance, coaching has been identified as an integral part of 95% of the most learning-driven companies (Daly & Overton, 2017) and a fundamental leader behavior (Lee, Idris, & Tuckey, 2019).