Organisations are always interested in the return on investment for any activity (Hawkins, 2008), with chief executives increasingly looking to see that investment in coaching is giving tangible benefits to the organisation (Hawkins, 2012) not just contributing to the development of an individual. However, it has been suggested that coaching for new leaders has given variable results as measured by two approaches: return on investment and Goal Attainment Scaling, indicating benefits tests are best designed and agreed before leaders are appointed (Carter , 2006; Spence, 2007). In the context of this presenation, return on investment is not being measured directly in monetary terms. It is being used as an illustration of how the time spent undertaking coaching, which is time invested by the employer, can repay the organisation in terms of societal, social and intellectual capital (Wilson 2014). The social capital is seen in terms of relationships between individuals and departments, intellectual capital in terms of knowledge, skills and experience and societal capital in terms of impact on the wider community - in this case the health care organisation.
This presentation will show how coaching the manager develops leadership, management and team development. This intervention affects the team and then the organisation itself.
A close inter-relationship can be seen between the performance and skills of the manager and those of the organisation (NHS 2012). It demonstrates how a positive outcome, following coaching of individuals, can generate a positive feedback loop in the organisation that eventually enhances future development of health managers. It has been reported that the presence of coaching in a development programme for senior managers in the public sector is correlated with improvement of both management and leadership skills (Ponte et al., 2006; Coates, 2013). This will show how coaching is similarly effective for the nursing manager in the public sector.
 The importance of leadership development in nurse managers will be discussed in respect of the team and organisational impact. The framework demonstrates how, the organisation’s performance is enhanced in turn, thereby creating a virtuous circle of cultural reinforcement, as it faces multiple issues and drivers. These issues will include an increasingly older population, numerous policy changes, reduced finances and the need to constantly change care to enable new evidence based practices.