Motivation through coaching: Using leverage effectively

The beginning of the year is often associated with setting new goals and reorientation, both privately and in organizations. However, practice shows time and again that well-formulated goals alone do not guarantee behavioral change. The decisive factor is whether people develop the inner willingness and psychological prerequisites to actually implement their goals.

In this context, motivation is a key aspect as a prerequisite for learning, change, and performance. Coaching can be an effective support in activating motivational processes and establishing lasting behavioral change.

Motivation as a psychological process

Psychologically, motivation can be described as a dynamic interplay between clarity of purpose, perceived relevance, and self-control. People show sustained commitment when they perceive a goal as personally meaningful and at the same time have confidence in their ability to achieve that goal.

Coaching creates a structured space for reflection. Patterns of thinking and behavior are examined, goals are refined, and barriers are identified. These mechanisms are directly related to the effects of coaching on self-regulation, goal pursuit, and work-related attitudes described in research (1).

Three empirically supported levers in coaching

1. Goal structuring and implementation intentions

Goals only have an effect when they are translated into concrete behavior. It is not the definition of the goal that is decisive, but rather its practical implementation. When people link their goals to specific situations and determine their actions in advance, the likelihood that they will actually implement their behavior increases.

Neuropsychological research shows that such mental preparation processes support the activation of prefrontal control mechanisms and increase responsiveness (2). Coaching utilizes this effect by specifying target images, reflecting on contextual conditions, and developing concrete options for action.

2. Self-regulation as a key dimension of effectiveness

Self-regulation describes the ability to control attention, manage impulses, and align behavior with long-term goals. In coaching processes, this ability is systematically addressed by revealing internal decision-making logic, emotional triggers, and automatic response patterns.

Research on coaching effectiveness factors shows that these self-directed processes are among the most stable effects of coaching, especially in an organizational context (1). 

3. Emotional embedding and positive reinforcement

Behavioral change stabilizes when it is processed emotionally. Progress that is consciously perceived and reflected upon increases the likelihood that new patterns will be maintained. Coaching reinforces this effect by making development visible, strengthening self-efficacy, and creating meaningful connections.

Neurobiologically, this process is linked to the activation of dopaminergic reinforcement systems, which mark behavior as relevant and encourage repetition (2). Studies from an organizational context also show that coaching has positive effects on motivation, commitment, and work-related behavior when emotional and cognitive processing interact (1).

Mini Case: Delegation as a Development Task

At the beginning of the year, an experienced manager sets the goal of delegating more. During coaching, it becomes clear that this goal conflicts with internal control beliefs. These patterns are reflected upon and related to previous experiences.

On this basis, a specific goal is defined: "I am transferring operational control of Project X to my team leader." In addition, specific decision-making and trigger situations are identified and options for action are prepared. The change process is accompanied and reflected upon over several sessions.

After a few weeks, the manager reports reduced cognitive stress, greater role clarity, and increased self-efficacy. This development corresponds to the effects of coaching on self-regulation, motivation, and goal-oriented behavior described in research (1).

Conclusion: Promote motivation in a targeted manner

Motivation can be specifically promoted through coaching. It develops where goals are specified, self-control is strengthened, and emotional significance is established. 

Research shows that these processes are effective both psychologically and neurobiologically. When coaching applies these levers in a structured way, it can not only accompany development, but also enable it.

Do you want to strategically anchor business coaching?

Then book a demo call now and find out how coaching can have a real impact in your organization.

Sources

(1) Wegener, T., Wegener, C., & Scheel, T. E. (2024). On the effectiveness of systemic coaching in the work and organizational context: A meta-analysis. Organizational Consulting, Supervision, Coaching, 31(1), 19–41. https://doi.org/10.1007/s11613-024-00910-1  

(2) Berkman, E. T., Livingston, J. L., & Kahn, L. E. (2018). The neuroscience of goals and behavior change. Psychological Science in the Public Interest, 19(3), 71–117. https://doi.org/10.1177/1529100618808244