This study investigates the transfer of coaching compared to the transfer of training in order to clarify how the transfer of coaching can be described and what factors influence the transfer of coaching. 158 participating in coaching and 200 in training filled out the German Learning Transfer System Inventory and a questionnaire on transfer. Results of Confirmative Factor Analyses show that the learning transfer system is valid for the training as well as the coaching sample. Five of the sixteen factors of the learning transfer system (motivation to transfer, performance self-efficacy, personal capacity, transfer effort – performance expectations, opportunity to use) are able to explain about 64% of the variance of the transfer of coaching. In comparison, only 59% of the variance of the transfer of training can be explained by six transfer factors (performance self-efficacy, motivation to transfer, content validity, supervisor opposition, personal capacity, supervisor support). The mean ratings of transfer of training are significantly lower. The results support the hypothesis, that coaching is more effective and that the transfer factors are similar. The inventory can be used in both fields as a starting point for the analysis and improvement of transfer.

A midsize nonprofit blood bank organization is experiencing a high percentage of supervisors and managers not transferring skills taught in leadership development training programs back to the workplace. The purpose of this mixed methods, sequential, explanatory study was to understand the relationship between supervisor support or opposition and trainees' perception on factors that influence transfer of training and to identify strategies to improve transfer of training in the organization. Baldwin and Ford's Model of the training transfer process laid the framework for this study. Quantitative data were collected from trainees (N = 60) who attended leadership development programs between January 2012 and June 2014 and were analyzed using descriptive analysis, correlational analysis, and multiple regression. The correlation analysis indicated positive relationships between transfer of training and supervisor support. Qualitative data, collected during interviews (N = 8) that focused on trainees' perceptions on how to enhance transfer of training in the organization, corroborated the quantitative results. According to thematic analyses of the interview data, supervisor support, training design, opportunity to use skills on the job, and performance coaching and mentoring have the potential to improve training transfer. Policy recommendations were created to increase transfer of training back to the workplace. The findings of the study could help supervisors and managers increase training transfer, which could improve the organization's profits and create collaborative learning environments that benefit the participants and the communities where these participants live and work.