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While much has been written about the importance of coaching cultures, the literature has focused on the benefits of building a coaching culture, with less attention paid to the practical details as on how individuals and organisations move from benefits and conceptual models to practical actions. In this paper we will explore the debate about the nature of a coaching culture, offer a definition for practitioners, explain its significance as part of a wider HR strategy, set out a framework, and provide a 12-step roadmap as a guideline for HR manager and OD change managers to help guide their implementation of a coaching culture. [ABSTRACT FROM AUTHOR]

Objectives: To contribute to research on the return on investment and business benefit of workplace coaching by using a quasi-experimental design. Specifically, to investigate the impact that in-house coaches, using developmental coaching approaches, had on levels of coachee self-efficacy. Design: The study used action research (Lewin, 1946) and a quasi-experimental method to investigate the impact and process of developmental coaching, evaluating coaching which took place over a two-year period. A large sample and multiple data collection methods were utilised to ensure research was a valid reflection of the current status and perception of coaching within the organisation in the reported study. Methodology: Thematic analysis of qualitative research informed the content of coach and coachee questionnaires, supported by a holistic literature review. Coachees and the comparative group of non-coached staff completed questionnaires assessing their general levels of self-efficacy and personal experiences of development. Coaches completed a self-perception questionnaire to capture their personal views on the experience and if any changes had been observed in the coachee which could relate to the construct of self-efficacy. Results: Participants that had received developmental coaching (N=61) had higher levels of self-efficacy than the control group of participants (N=57) who had not received coaching. Conclusions: This research aimed to explore whether developmental coaching does actually deliver business benefits and results suggest that coaching can impact positively upon an individual's level of self-efficacy. [ABSTRACT FROM AUTHOR]

This paper describes a five-day intensive leadership coaching course that was recently introduced as an Advanced Topic in Management within the Master of Business Administration (MBA) program offered by The University of Western Australia (UWA) Business School. The unit was designed specifically for those students nearing the completion of their MBA studies and curious about coaching and its ability to bring about individual and organisational transformation. In addition to summarising the course outline, including learning outcomes, teaching and learning strategies, unit delivery and means of assessment, both qualitative and quantitative course evaluation feedback data from students enrolled in 2007 (N=40) and 2008 (N=40) are presented. Results indicated that leadership coaching students expressed a strengthened belief in their coaching skills in response to taking the unit. [ABSTRACT FROM AUTHOR]