Executive coaching appeared in the business world at sometime at the end of 1980s. Changes in working relationships and the increase in competion has shown that real competitive advantage of organizations lies in their human capital. Despite being much used in the business world and being one of the tools that has grown most in the process of the development of adult learning, the executive coaching’s literature is more advanced than the academic research in this area. This fact demonstrates that in the academic world, the study of executive coaching is still in his infancy when compared to the other development tools of human resources. The present study, by using the phenomenographic method, investigated whether the executive coaching resulted in individual learning. Consequently was necessary to revise literature about executive coaching as well as about learning. A research of executives dealing with executive coaching was also necessary. Fifteen interviews were carried out between January and February 2010. These interviews were transcribed and analyzed. Five categories could be indentified: causing factors, coaches charactics, behavioural changes, transformation time and evaluation of the experience. The results show that executive coaching really creates individual learning.