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Purpose is an essential part of every healthy organization and a critical factor for every individual. When an individual's purposes align with an organizations, it can be a powerful and fulfilling experience. However, it is rarely the case that the individual and the organization start out in complete agreement. It is in the process of aligning that satisfaction and meaning find their synergy.

My daughter's high school recently did a wonderful production of the classic musical, Fiddler on the Roof. It's a timeless message of a father's love and devotion for his daughters in the midst of incredible cultural and political change. I've seen this musical many times in my life, but I was struck afresh with the incredible tension Tevye felt as a father between "what was expected" and the future happiness of his daughters.

Purpose A specific area of interest in the coaching literature is focused on exploring the intersection of personality and coaching; however, research has yet to explore whether coaching exerts reciprocal effects on personality traits (i.e. if personality trait change can accompany coaching). Utilizing the explanatory theoretical framing of the Demands-Affordances TrAnsactional framework (Woods et al., 2019), we propose that coaching may indirectly facilitate personality trait change by firstly enabling the coachee to reflect on their behaviors, second, implement desired behavioral changes which consequently facilitate personality trait change.Design/methodology/approachA quasi-experiment was conducted to explore coaching and personality trait change. Students participating in a demanding, work-based team simulation (N = 258), were assigned to either an intervention group (and received one-to-one coaching) or a control group (who received no intervention). Personality traits were measured before and after coaching and positioned as the dependent variable.FindingsResults indicate that participants in the coaching group exhibited significant changes in self-reported agreeableness, conscientiousness, extraversion and core self-evaluations, which all significantly decreased after coaching; however, no change was observed for the control group.Originality/valueWe provide the first exploration of coaching and personality trait change, contributing to both the coaching literature, by providing evidence regarding the efficacy of coaching to facilitate personality trait change in coachees, and the personality literature, by highlighting coaching as an important tool for those interested in personality trait change. Our research also has implications for other interventions such as mentoring, as we provide support for the notion that interventions can support personality trait change.

OBJECTIVE: As access to information grows in tandem with the growth of the Internet, access to grey literature also increases. Because little is known about the use of grey literature in nursing journals, the authors investigated the prevalence and types of grey literature citations in top nursing journals. METHODS: We analyzed all citations (n=52,116) from articles published in 2011 in 6 top nursing journals selected from the Medical Library Association's Nursing and Allied Health Resource Section's 2012 "Selected List of Nursing Journals." Grey literature citations were identified and categorized by type. RESULTS: Grey literature accounted for 10.4% of citations across all 6 journals. Publications from governments (54.3%) and corporate organizations (26.8%) were the most common types of grey literature. CONCLUSION: The substantial citation of grey literature in nursing journals shows that nursing scholars seek and use this category of information. These findings have implications for teaching and learning among nursing researchers and the information professionals who serve the nursing research community.

This study presents a meta‐analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager–subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizations, which we examine meta‐analytically (k = 17). Our analyses indicated that coaching had positive effects on organizational outcomes overall (δ = 0.36), and on specific forms of outcome criteria (skill‐based δ = 0.28; affective δ = 0.51; individual‐level results δ = 1.24). We also examined moderation by a number of coaching practice factors (use of multisource feedback; type of coach; coaching format; longevity of coaching). Our analyses of practice moderators indicated a significant moderation of effect size for type of coach (with effects being stronger for internal coaches compared to external coaches) and use of multisource feedback (with the use of multisource feedback resulting in smaller positive effects). We found no moderation of effect size by coaching format (comparing face‐to‐face, with blended face‐to‐face and e‐coaching) or duration of coaching (number of sessions or longevity of intervention). The effect sizes give support to the potential utility of coaching in organizations. Implications for coaching research and practice are discussed.Practitioner pointsOur meta‐analysis supports the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria.Our findings indicate that coaching was more effective when conducted by internal coaches and when multisource feedback was excluded.Workplace coaching was effective whether conducted face‐to‐face or using blended techniques (i.e., blending face‐to‐face with e‐coaching).