Coaching, once seen as a useful add-on in executive education, is fast becoming central to leadership training programs. As knowledge becomes more accessible than ever, schools and employers are shifting their emphasis to how that knowledge is applied. Coaching offers participants space not just to learn, but to reflect on and put lessons into action.
More employers are noticing the impact of coaching on their organizations and seeking programs tailored to their specific needs.
How executive coaching bridges the gap between action and learning
Today’s complex leadership challenges require more than technical skill acquisition. They demand self-awareness, adaptability and the ability to navigate ambiguity, says Angie Naidoo, managing director for partnerships at Duke Corporate Education, based in the US.
Coaching bridges that gap between learning and action.
“It creates space for participants to reflect on their learning, make meaning of new concepts, and translate theory into real-world action,” she adds.
At Duke, coaching is offered in two key formats: individual coaching for personal leadership growth and group coaching in small peer cohorts.
At the Women in Power program at ESMT Berlin, coaching is a core pillar of the learning journey.
“We devote an entire day to group coaching...,” says Qiao Zhang, program director in executive education at the German business school, “to help participants surface the strengths that have fuelled their success, confront potential self-limiting beliefs, and, most importantly, reflect on their deeper purpose as leaders.”
Zhang says coaching creates a uniquely “safe and generative space” for personal insight and human connection. A space that traditional formats rarely provide.
A space to reflect, act and collaborate
Classroom teaching remains important, but coaching is increasingly seen as the place where the real work of leadership development happens.
“While classroom sessions provide the essential foundation of knowledge... coaching offers a personalized, reflective and action-oriented space,” says Naidoo.
Through one-on-one sessions, executives “frequently experience a heightened sense of self-awareness, emotional intelligence, and leadership clarity,” she explains.
Zhang at ESMT sees a similar dynamic. “It provides reflective space for meaning-making, where self-generated insight — infused with emotions — leaves a lasting imprint and sparks collective courage for action.”
At Duke CE, group coaching circles are also playing a larger role. These allow participants to test ideas, share insights and hold each other accountable — building what Naidoo calls “a supportive learning community” that connects theory with real-world leadership.
For companies, coaching now a strategic investment
Behind the rise of coaching in executive education is a shift in how organizations approach learning and development.
“For employers who are focused on long-term leadership impact, culture change and organizational effectiveness, coaching is increasingly treated as a strategic investment,” says Naidoo.
Employers that treat coaching as part of a long-term development strategy report stronger leadership pipelines, higher retention of top talent and better alignment between learning and business outcomes.
These employers are becoming more involved in program design, shaping coaching frameworks to match company values and succession plans.
“Many are adopting tiered coaching models,” says Naidoo, “integrating one-on-one coaching for senior leaders, small group coaching for mid-level managers and reverse or peer coaching to drive cross-generational learning and inclusive leadership.”
Sharmla Chetty, CEO of Duke CE, notes the global trend behind this shift.
“Across the globe, we see a growing demand for leadership development that goes deeper — not just building skills but supporting real behavior change and lasting impact. Coaching plays a pivotal role in this shift.”
Can coaching be both personal and scalable?
Not all employers, however, have embraced coaching fully. Some see it as a cost rather than an investment.
“In some contexts, coaching is still seen as a support mechanism for individuals rather than a systemic enabler of organizational growth,” says Naidoo. In such cases, coaching is offered on a case-by-case basis.
For executive educators, the challenge now is to embed coaching in ways that are both personal and scalable — meeting the needs of both learners and employers.
