Executive Coaching in the Age of AI: Still Essential for Senior Leaders?

Executive Coaching in the Age of AI: Still Essential for Senior Leaders?

As artificial intelligence (AI) increasingly permeates the workplace, from automating routine tasks to offering real-time strategic insights, many industries are asking which human roles remain irreplaceable. One such question now faces executive coaching: is it still necessary for senior leaders, such as CEOs, Presidents, and Directors, when AI tools can offer personalised feedback, coaching bots, and 24/7 support? This article takes an impartial, evidence-based look at the role of executive coaching in the AI era, drawing on research from the International Coaching Federation (ICF), the European Mentoring and Coaching Council (EMCC), and independent academic studies.

Executive coaching has long been recognised for its positive impact on leadership development and organisational performance. A 2023 meta-analysis by the ICF highlighted that executive coaching yields measurable outcomes across leadership effectiveness, goal attainment, and employee engagement. According to the ICF Global Coaching Study (2023), 86% of organisations reported a return on investment (ROI) from coaching, with many estimating it to be at least 7 times their initial investment.

The EMCC underscores the role of coaching in supporting ethical decision-making, emotional regulation, and systemic thinking. These are complex, deeply human skills that become even more vital in high-pressure roles where leaders must navigate ambiguity, lead transformation, and inspire diverse teams.

AI-driven coaching tools, ranging from language-based models like ChatGPT and Replika to purpose-built platforms such as bespoke AI coaching, are designed to provide scalable, on-demand support. These systems can analyse behavioural data, simulate coaching conversations, and offer personalised suggestions for leadership development.

The promise is compelling: AI tools offer accessibility, consistency, and cost-effectiveness. They eliminate wait times, offer 24/7 access, and can democratise development opportunities, especially in geographically dispersed or budget-constrained organisations.

However, research consistently shows that AI, while powerful, cannot yet replicate the nuance of human connection. A study published in Coaching: An International Journal of Theory, Research and Practice (Passmore & Tee, 2022) concluded that coaching outcomes are most strongly predicted by the quality of the coach-client relationship. This "working alliance", based on trust, empathy, and psychological safety, is difficult to authentically emulate through AI.

Furthermore, AI systems are limited by their training data and risk replicating bias, misunderstanding cultural nuance, or offering generic guidance. The EMCC cautions that ethical leadership coaching requires contextual sensitivity and a robust understanding of systems theory, both of which depend on deep, relational insight rather than pattern recognition.

C-Suite executives, Presidents, and Vice Presidents often face unique challenges: they are highly visible, work in politically complex environments, and must maintain emotional resilience under scrutiny. Executive coaching in these contexts is less about tactical advice and more about reflective space, where leaders think out loud, test assumptions, and process dilemmas confidentially.

This depth of dialogue requires a coach who is both a thought partner and an intuitive listener. While AI can simulate a conversation, it cannot challenge a leader's blind spots with emotional intelligence or respond with real-time adaptivity when the stakes are high.

That said, the binary choice between AI and human coaching is giving way to hybrid models. Many organisations are now integrating AI tools to enhance, rather than replace, the coaching experience. For example, AI might provide data-driven feedback or track behavioural trends, which are then explored in depth with a human coach.

The ICF supports this blended approach, noting that when AI is used to augment coaching, not substitute it, leaders benefit from both efficiency and empathy. These models make coaching more scalable while preserving the relational depth essential for transformation.

While this debate has global relevance, UK-based leaders should note that the Chartered Institute of Personnel and Development (CIPD) also backs a cautious approach to AI. Their 2024 report on AI in Learning and Development warns against overreliance on technology for developmental conversations that require psychological insight or ethical reflection.

Moreover, the UK’s focus on inclusive leadership, ESG impact, and wellbeing aligns with coaching’s strengths rather than AI’s current capabilities. For these reasons, human-centred executive coaching remains particularly aligned with UK business values, even in a tech-enhanced future.

Rather than asking whether executive coaching is still needed, the more productive question is: how can coaching evolve in partnership with AI to meet the needs of today’s most senior leaders?

The evidence suggests that for Presidents, Directors, and C-Suite executives, coaching continues to offer distinct value that AI cannot replace. However, AI can and should be embraced where it enhances access, insight, or consistency. The future of executive coaching isn’t about choosing sides, it’s about intelligent integration.

Before investing in significant AI Coaching models, consider easy access models such as ChatGPT and Claude combined with professional executive coaching for your most senior leaders.

References

• ICF Global Coaching Study (2023). International Coaching Federation.

• Passmore, J. & Tee, D. (2022). "Coaching and AI: The challenge and the promise." Coaching: An International Journal of Theory, Research and Practice.

• EMCC Global: Ethical Guidelines and Research Papers (2023).

• CIPD (2024). "Artificial Intelligence in Learning and Development: Impacts and Implications."