Coaching for Learning and Well-Being

A special issue of Behavioral Sciences (ISSN 2076-328X). This special issue belongs to the section "Educational Psychology".

Deadline for manuscript submissions: 31 August 2026 | Viewed by 717

Special Issue Editor

School of Psychology and Cognitive Science, East China Normal University, Shanghai 200062, China
Interests: coaching; coaching psychology; creativity; educational psychology; positive psychology; learning sciences; interventional studies

Special Issue Information

Dear Colleagues,

This Special Issue on coaching for learning and well-being is open to empirical contributions that explore the intersection of coaching, learning, personal growth, and well-being in diverse contexts, including education and the workplace. The focus of this Issue is on how coaching interventions foster both individual and collective development, with an emphasis on promoting personal growth and sustainable well-being. We encourage studies that examine the psychological mechanisms underpinning coaching processes, coaching relationships, the effectiveness of various coaching approaches, and their impact on learning outcomes, self-awareness, emotional regulation, resilience, psychological well-being, and performance. Contributions may explore coaching’s role in addressing challenges such as stress, burnout, and transitions, as well as its capacity to facilitate positive changes, including increased motivation, career development, and life satisfaction. We welcome research that draws from a variety of methodological approaches, including qualitative, quantitative, and mixed methods, and we invite cross-disciplinary perspectives that expand the current knowledge base. By bringing together diverse insights, the aim of this Special Issue is to further the understanding of coaching as a dynamic and empowering tool for fostering holistic growth and well-being in both personal and professional contexts.

Dr. Qing Wang
Guest Editor

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Keywords

  • coaching
  • coaching psychology
  • learning and development
  • well-being
  • personal growth
  • educational coaching
  • workplace coaching
  • executive coaching
  • career coaching
  • coaching effectiveness

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Published Papers (1 paper)

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Research

32 pages, 1015 KB  
Article
AI in the Coach’s Chair: How Professional Coaches Navigate Identity and Role Ambiguity in Response to AI Adoption by Their Coaching Firm
by Gil Bozer and Silja Kotte
Behav. Sci. 2026, 16(2), 211; https://doi.org/10.3390/bs16020211 - 31 Jan 2026
Viewed by 404
Abstract
The emergence of artificial intelligence (AI) coaching challenges the professional roles and identities of human coaches, yet empirical research on this transformation remains scarce. This qualitative field study investigates how professional coaches navigate their roles following the organizational adoption of AI coaching. Drawing [...] Read more.
The emergence of artificial intelligence (AI) coaching challenges the professional roles and identities of human coaches, yet empirical research on this transformation remains scarce. This qualitative field study investigates how professional coaches navigate their roles following the organizational adoption of AI coaching. Drawing on the automation-augmentation paradox, occupational role identity, and role ambiguity theories, we analyzed 15 semi-structured interviews with 12 professional coaches in an Asian coaching firm, contextualized by pre- and post-interviews with the company CEO and the AI provider. Findings reveal that top-down AI implementation triggered significant role ambiguity, catalyzing both protective and expansive identity work. Coaches defended their unique human value (e.g., empathy), while simultaneously experimenting with AI, shifting their perception from threat to collaborative tool. This adaptive process enabled the emergence of distinct AI functions and new “blended” human–AI coaching models. Our resulting conceptual framework demonstrates that resolving the automation-augmentation paradox in relational professions is fundamentally an identity-driven process rather than a technical task reallocation. Furthermore, our findings demonstrate that organizationally induced role ambiguity can serve as a catalyst for professional renewal and vocational adaptation, particularly when supported by participatory leadership, thereby advancing theory and contributing new insights to the literature on technological and vocational transformation in organizational contexts. Full article
(This article belongs to the Special Issue Coaching for Learning and Well-Being)
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