Executive coaching is increasingly being used to develop leaders in organisations and this study explores how a coaching intervention has been used to develop female leaders in a global organisation. This case study research was undertaken from a social constructionist and interpretivist perspective and used semi-structured interviews and thematic analyses to identify the experiences of the women leaders who participated in coaching. The methodological choices made are identified, and the findings of the experiences are reported. The discussion highlights the theoretical and conceptual underpinnings of the research as well as the implications for practice and further research.