Authors: Jonathan Passmore & Jane Daly (Henley Business School, University of Reading)
Abstract: This qualitative study investigates how Learning and Development (L&D) leaders perceive and evaluate AI-enabled coaching agents (AICA). It identifies the factors shaping organizational adoption using an expanded UTAUT2 model, focusing on the balance between scalability and human-centric values.
Uniform Citation: Passmore, J., & Daly, J. (2026). Are AI Coaching Agents Learning Friend or Foe?: A Qualitative Study of Learning and Development Leaders’ Perceptions of AI Coaching Agents Using Unified Theory of Acceptance and Use of Technology 2. International Journal of Training and Development, 1-10.
Key Findings:
L&D leaders value AI coaching primarily for its “scalability”—providing support to employees who previously had no access to coaching.
There is a strong preference for “hybrid models” (human + AI) rather than replacing human coaches entirely.
Significant barriers to adoption include concerns about data privacy, ethical biases in AI, and the need for formal corporate governance/
Passmore, J., & Daly, J. (2026). Are AI Coaching Agents Learning Friend or Foe?: A Qualitative Study of Learning and Development Leaders’ Perceptions of AI Coaching Agents Using Unified Theory of Acceptance and Use of Technology 2. International Journal of Training and Development, 1-10.