Development of a Coaching Program on Leadership for Selected Personnel in a Healthcare Environment

Objectives This study aimed to develop and evaluate the effectiveness of a coaching program for enhancing leadership skills among selected personnel at Tondo Medical Center. Specifically, it sought to: (1) assess the current levels of self-awareness, knowledge, leadership behavior, and leadership skills among the coachees in the Department of Pathology and Laboratory; (2) design a relevant and transformative coaching program on leadership based on the results of the needs assessment; (3) measure the changes in self-awareness, knowledge, leadership behavior, and leadership skills of the coachees after the coaching intervention; and (4) determine the overall effectiveness of the coaching program formulated for the study. The program utilized the Analysis, Design, Development, Implementation, and Evaluation (ADDIE) model, focusing on improving self-awareness, knowledge, behavior, and leadership skills. Methods A quasi-experimental design was employed, incorporating pre- and post-test assessments to measure changes in leadership skills. The study was conducted in the Department of Pathology, which was purposively selected as the study site. Participants were randomly assigned to either the experimental group (n = 34), which underwent a structured coaching intervention, or the control group (n = 24), which did not receive the intervention. Data were analyzed using descriptive statistics, normality tests, and the Wilcoxon Signed-Rank Test to determine the program’s impact on leadership development. Results Post-test evaluations demonstrated significant improvements in leadership skills among participants in the experimental group. Self-awareness scores increased from 2.9 to 4.86 (Z = -4.88, p < 0.05), and leadership skills showed the most significant improvement, increasing from 2.9 to 4.96 (Z = -4.92, p < 0.05). Knowledge and behavior also exhibited notable gains. The Wilcoxon Signed-Rank Test confirmed statistically significant changes (p < 0.05) in the experimental group, whereas the control group showed only minimal improvements, with slight changes in leadership skills (Z = -2.01, p = 0.04) and insignificant differences in other variables. Conclusion The coaching program proved highly effective in enhancing participants' leadership skills, including self-awareness, confidence, and professional growth. Participants rated the program's structure and delivery positively, with an overall mean satisfaction score of 4.91 (SD = 0.27). These findings underscore the potential of structured coaching programs to enhance leadership competencies in healthcare settings. Recommendations include expanding the program to other institutions, incorporating advanced content, and conducting long-term evaluations to assess sustained impacts.