As organisations continue to navigate complexity, investing in the development of emerging leaders is no longer optional — it’s essential. Early talent development not only builds internal capability but significantly enhances attraction and retention. Among the most powerful tools in this endeavour is executive coaching. But coaching effectiveness isn’t one-size-fits-all. In fact, developmental psychology and coaching science suggest that the impact of coaching is strongly influenced by a leader’s stage of life and career maturity.

Drawing from classic lifespan development theory — notably Erik Erikson’s psychosocial stages and Levinson’s life structure theory — we know that adults continue to mature well into midlife and beyond. During their 30s, many individuals are in the “building phase,” establishing their professional identity and striving to meet societal expectations. Here, there is often a focus on performance, achievement, and validation from others.

By their 40s, however, there is a cognitive and emotional shift. Leaders begin to transition from achievement to meaning-making — they move from “doing” to “being.” They become more introspective, more attuned to nuance, and more willing to explore their internal world. This shift influences not just how they lead, but also how they engage in coaching.

Research from Tamir and Finfer (Leadership Excellence Consulting) highlighted a key coaching insight: younger executives — often high potentials in their 30s — benefit from directive, concrete coaching. This group tends to:

From a behavioural science perspective, this makes sense. According to Bandura’s Social Cognitive Theory, self-efficacy — the belief in one’s ability to succeed — is still forming during early career stages. As such, coaching at this stage should focus on building confidence through clear, attainable goals and behavioural reinforcement.

By contrast, executives in their 40s and 50s are typically more open to introspection. They want to know why they behave as they do and are often motivated by intrinsic goals like purpose, legacy, and transformation. Theories like Mezirow’s Transformative Learning Theory suggest that adults become capable of deep psychological growth when they confront disorienting dilemmas — a dynamic often triggered by coaching.

Older executives tend to:

This group is often ready for vertical development — not just acquiring new skills, but changing how they think.

A key challenge in coaching younger leaders lies in their prior reinforcement history. Those identified early as “high potentials” often carry a strong self-narrative of competence. While this belief is beneficial for confidence, it can become a barrier to behavioural flexibility. They may resist feedback that challenges their identity, viewing it as a threat rather than an opportunity.

Furthermore, younger executives may view human behaviour in dichotomies — right vs. wrong, best vs. worst. They often miss subtle social cues or resist ambiguity. This makes it crucial for coaches to:

At Steople, we’ve coached thousands of executives across generations. We’ve seen firsthand how tailoring coaching to a leader’s developmental stage yields better outcomes. Our evidence-based Steople Positive Behaviour Change Framework™ forms the backbone of all coaching engagements.

Recent analysis of our coaching programs found:

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If you’re supporting younger executives, consider:

For senior leaders, focus on:

Whether you’re developing high-potentials or preparing seasoned executives for the next leadership leap, a tailored coaching strategy rooted in psychology delivers measurable value.

Ready to unlock your team’s potential? Let’s talk.

Contact us at info@steople.com.au or visit steople.com.au