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Given the colossal interest in creating 'coaching cultures', we update the 2014 literature review by Gormley and van Nieuwerburgh and extend this work by applying a Systematic Literature Review (SLR) methodology. In doing so, we detangle definitions and the conditions under which 'coaching cultures' can be developed. We also explore contemporary interventions, report on organisational level outcomes, and comment on how progress is measured and evaluated. In total, 1453 papers were identified using a systematic search, of which 42 met our initial screening criteria and nine were eligible for inclusion in our final review. Findings show that we remain with an unclear understanding of 'coaching culture'; there is still no agreed definition and the building blocks (i.e., the foundational elements, interventions, outcomes, and measures) remain ambiguous. We recommend a framework for future research and practice and highlight a gap in our understanding of stakeholders' behavioural and cultural patterns vis-à-vis the design and development of coaching culture programmes. [ABSTRACT FROM AUTHOR]

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]

This paper describes a change project which seeks to introduce a coaching culture within an academic faculty. It discusses the changing academic labour market and the pressures this puts on academics, the potential for coaching to contribute to staff development and reflections on the practicalities of introducing coaching to academic managers and leaders.

This paper examines how the field of coaching has grown in organisations and allows them to create a culture based on a coaching approach. The current elements of coaching culture and opportunities for culture enhancement of a specific non-profit organization are examined. Implications for enhancing a coaching culture are also discussed.

Extended Abstract Abstract The purpose of this research is to present the strategies and outcomes of using coaching culture in the country's science and technology parks. This research is a kind of qualitative methodology that has been done using the "Grounded Theory Method" (GTM) and the systematic paradigmatic model of Strauss and Corbin. In this regard, deep interviews were conducted using theoretical sampling and snowball technique with the managers of some science and technology parks, experts and experts who dominated the coaching area. The number of samples continued until responses reached saturation (with 23 interviews). The data analysis was performed over stages of open coding and axial coding. Strategies for applying coaching culture were identified in seven dimensions including "Organizational development, competency-based placement, coaching and performance management, education-based learning, maintenance based on coaching, leadership and organizational communication development", The resulting outcomes include three axes: "organizational, individual, and trans-organization". Positive results from the institutionalization of coaching culture will result in intrinsic changes and increased efficiency at all levels of the organization. Introduction The coaching culture is an organizational cultural paradigm in which formal and informal coaching is implemented and institutionalized in the organizational structure of life (Hart, 2005). Coaching culture requires the creation of a shared vision, learning, and the desire to dominate individuals in order to maximize potential (Bawany, 2015). Increasing self-awareness and autonomy of individuals, developing individual skills, paying attention to the team, gaining new skills and capabilities, enhancing interpersonal relationships, increasing motivation and eagerness in work, reducing conflicts and creating a healthy and vibrant working environment have the important benefits of creating The culture of coaching is in the organization. Therefore, organizations that intend to increase the benefits of coaching are in the first place necessary to emphasize the scope of coaching and the creation of a coaching culture that affects the workplace (De Valk, 2011) . Case Study The field of research in this research includes directors and deputies of some of the country's science and technology parks (currently there are 43 science and technology parks nationwide) and experts and experts are familiar with the issues of coaching. In this research, managers were chosen from parks that fully recognized the park business environment, parks culture, park structure, policies, executive practices, including human resources, due to their high professional backgrounds. The criterion for the selection of experts and experts was also the profound understanding of the issues of coaching, which were attempted to identify and interview the snowball technique. These include faculty members and non-faculty members specializing in this subject and active in the organization. Were different. Materials and Methods Considering that this research is seeking to explore the subject of research, therefore, for analyzing the data obtained from the interview, coding of the data has been used with open coding, axial coding and selective coding. 1- Open coding The data analysis process begins with open coding. Open Coding is an analytical process by which the concepts are identified and their features and dimensions are discovered in the data. " (Strauss and Corbin, 1998), the researcher has used two methods to extract concepts, first, a full paragraph analysis in sentences, and a second method, the study and analysis of a row to row. The researcher, after extracting the concepts and comparing them, grouped semantically related concepts that could then be considered as an abstract concept as a category in the next stage. 2- Axial coding Axial Encoding (AC) is the process of linking categories to sub categories and linking categories at the level of features and dimensions. This encoding is called "axial" because encoding occurs around the "axis" of a category (Strauss and Corbin, 1998) At this stage, after discovering the concepts and categories in the open source coding, the researcher combines and integrates the groups and related categories together with each other and then integrates them into larger groups or categories As a "axis or theme." In this phase, 41 categories and 17 axes were identified as strategies and 14 categories and 3 axes in the outcomes of the research. Discussion and Results The results of this research showed that the emergence of seven strategies such as "organizational development strategy", "competency absorption and placement strategy", "coaching strategy and performance management", "learning-based learning strategy", " maintenance based on coaching " The "Leadership Strategy" and "Strategy for the Development of Organizational Communications" can provide a platform for institutionalization or promotion of coaching culture in science and technology parks. The resulting outcomes include three axes: "organizational, individual, and trans-organization" Conclusion This research aims to provide strategies for institutionalizing the culture of coaching for science and technology parks and its implications. Given that the main mission of science and technology parks is to support the growth and development of technology-based companies and technology-based units in parks, the quality of service delivery and advice in these organizations is highly dependent on the presence of expert and expert staff. At the park headquarters, we need a special look at how they grow and grow.

The purpose of this study was to develop a model for the application of coaching culture in the Iranian science and technology parks. This study is qualitative in terms of approach and has been done using Strauss and Corbin’s systematic paradigmatic model of Grounded Theory Method (GTM).In this regard, in-depth interviews were conducted using theoretical snowball sampling with the managers of some science and technology parks as well as the, experts of the coaching domain. The interviews continued to a point where responses reached saturation (23 interviews).The data analysis was performed in three stages of open coding, axial coding, and selective coding. Then the model was explained based on the paradigmatic model of grounded theory. The following conditions were identified by the participants of study: "Organization and procedures, the selection and recruitment system, the performance management process, the process of education and learning, the identification of career progression path, and the conditions of the maintenance system" as the causal conditions of the coaching culture , "the coaching culture" as the main phenomenon of research, "bureaucracy and high-end policies, politicization, and national culture "as intervening conditions, and "organizational structure, organizational culture, staff maturity, leadership practices, and organizational environment" as the contextual conditions. Strategies were identified in seven dimensions, including "Organizational development, competency-based recruitment, coaching and performance management, education-based learning, maintenance based on coaching, leadership, and organizational communication development," while outcomes involved “organizational, individual, and transorganization” directions. [ABSTRACT FROM AUTHOR]

Coaching is increasingly emphasised as a promising feature of professional development, yet concrete understanding of this complex process is lacking. This study investigates an observation-based coaching process by interviewing coaches and teachers from a three-year longitudinal PD programme. Findings indicate that coaches often supplemented their pedagogy by establishing coaching culture and credibility, which were embedded in four general coaching phases. Depending on how a coach chose, stressed and shifted among coaching phases, the coaching process can vary mainly between prescriptive and collaborative coaching pathways, with multiple routes to shift between them. Findings also suggest that these pathways require different combinations and intensity of coaching culture and coaching pedagogy to be effective. Lastly, the coaching pathway framework not only illuminates different coaching pathways but also helps coaches differentiate their coaching in the future (i.e., shift between and stress different phases), corresponding to the needs of individual teachers related to specific topics in their unique school context. [ABSTRACT FROM AUTHOR]

Abstract It is important for organizations to maintain the efficient and valuable forces of the organization in the current era; for this reason, attention to the planning and human resources management and also career path planning in organizations are growing. This topic has turned managing and planning of the career path to one of the most advanced topic of human resource management. Introduction Succession is a process through which powerful and talented forces are prepared for enterprise and key posts through planning and programs in line with the organization's overall strategy (Amin et al., 2017:4). In the modern perspectives of succession, Organizations have become more aware of the importance of the outlook for this process. They not only have a choice at the managerial level, but also a choice at all levels of organization, preparation, development and maintenance of future-oriented leaders (Heinein & OˈNeill, 2004:70). The issue of succession in recent decades has attracted many managers and decision makers, for this reason, it is necessary to obtain appropriate and adequate information on the factors affecting the succession in managing organizations. Preparing and developing human resources for future positions and succession is possible through learning (yaghoubi et al., 2014: 39) Coaching is one of the most Considered ways in learning through which a supportive relationship is established between coach and person under his coaching. In this way, a wide range of behavioral skills and effective ways to help a person to achieve the goals set for the development of professional performance, personal satisfaction and ultimately organizational effectiveness (Mooghali et al., 2013: 162). In the last decade, the creation of a culture of coaching and its application in the organization has attracted many managers and employees. Therefore, in this study, according to the career path and the process of succession in the government executive agencies to accommodate people in jobs and approved posts, researchers are seeking to answer this question: “does the coaching culture play a moderator role in the relationship between career path management and succession?” Case Stady The statistical population of this research included Supervisors and managers of executive agencies in Shiraz (218 people). The sample size was estimated 136 people and cluster - stratified sampling method was used. Materials and Methods In terms of purpose, this is an “applied” research and due to the nature and the method of the research, is “descriptive - correlation survey”. Data collection tool was Career Path Management questionnaire of Delong (1982), succession Planning questionnaire of Kim (2006), Coaching culture Researcher made questionnaire. Cronbach's alpha was used to determine the reliability that the coefficient for Career Path Management questionnaire was 0.88, for Succession Planning questionnaire was 0.85 and for Coaching Culture questionnaire was 0.81. Also, Face Validity was used to determine the validity. Structural equation modeling using SmartPLS 3 software was used to analyze data and confirm or reject hypotheses. Discussion and Results The main Hypothesis - Coaching culture has a moderating role in the relationship between Career Path Management and succession planning. Sub-hypotheses - Career Path Management has the role in succession planning. - Coaching culture has the role in succession planning. According to results Career Path Management has a positive and significant effect on the succession planning. Also, the moderating role of coaching culture in the relationship between Career Path Management and succession planning is approved and coaching culture is a positive and incremental modifier on the above relationship, so that with the presence of coaching culture the relationship between Career Path Management and succession planning is strengthened. Conclusion The results of this study showed that coaching culture strengthens the relationship between career path management and succession; therefore, it is desirable for executive agencies to pay special attention to the creation of this kind of culture in the organization and if there is a coaching culture in the organization, applied actions to improve and strengthen it should be done. In order to implement and execute the coaching culture in the organization, it is desirable to pay attention to coaching skills, including team building, interpersonal communication skills, and operational modeling, such as apprenticeship. Varied learning methods, such as 360-degree feedback, self-learning learning methods, the use of various and up-to-date technologies in teaching and learning should be considered and most importantly, the coach should have an active and special presence in all the stages

Coaching can play an important part in meeting the challenges of project management (Berg & Karlsen, 2007). However, there remains a lack of research into project managers’ perceptions of coaching and the opportunities for using it. This grounded theory study explores the awareness and application of coaching in project management contexts. Analyses of interviews with 14 project managers have indicated that the provision of coaching opportunities is patchy. Findings confirm that organizational culture is important, that where project managers are involved with coaching this can lead to them becoming advocates, and emphasize the need for organizational intervention to maximize the benefits of coaching in this context. [ABSTRACT FROM AUTHOR]

Copyright of Organisationsberatung, Supervision, Coaching is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gruppe. Interaktion. Organisation: Zeitschrift für Angewandte Organisationspsychologie (GIO) is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper presents the results of a case-study of an internal coaching intervention aimed at building leadership capacity in a large production company in India. The purpose of the paper is to understand the impact of internal coaching process from the coaches’ perspectives. This research is based on the results of transaction style inventory data of manager-coaches, before and after the coaching journey and a survey conducted with the certified internal coaches. Findings suggest that there are many direct and indirect benefits gained by manager when they act as coach. They reported improvement in their interpersonal skills, listening ability, confidence level, work-life balance and visioning. Empirical results show that there is also improved their effectiveness of the transactional styles. In large organizations, where technical managers reach higher levels of leadership primarily based on their technical competencies, engagement in internal coaching may also help in the development of leadership competencies.

Aims and objectives. The aim of this study was to explore empirically the role that coaching plays in the development of nurse managers in order to inform further research and policy makers about the potential utility and value of this means of development. Background. There is evidence of the importance of the role of nurse managers who are first line managers of a team of nurses within any health sector. However, there appears to be little understanding of the United Kingdom wide scope of nurse manager development across the United Kingdom and the means to increase its effectiveness. At the same time, it appears that some nurse managers receive coaching to help in their development. Design. This is a mixed methods study, using a pragmatist paradigm. Methods. Data was gathered from a quantitative survey and qualitative interviews. This paper is reporting the results of the qualitative interviews only. Twenty-one qualitative interviews were undertaken with nurse managers, coaches and directors of nursing to draw out their own experiences of coaching for nurse managers. Thematic analysis framework was used for data interrogation, identifying new patterns and emerging themes. Results. Themes that emerged from interviews include how nurse managers were introduced to coaching, how they balanced transitions, the role of reflection, the value of relationships and overlaps between clinical supervision, mentoring and coaching. Conclusions. Findings show that following coaching, nurse managers gained increased resilience, confidence and better coping mechanisms. This resulted in perceived improved team management and cohesion and appeared to lead to better quality of care for patients. Relevance to clinical practice. This study suggests the importance of nurse managers accessing coaching, to enable transformational leadership of their teams of nurses. It suggests also the importance of organisations supporting a coaching culture, to ensure staff satisfaction, motivation and improved quality of patient care. [ABSTRACT FROM AUTHOR]

Copyright of Organisationsberatung, Supervision, Coaching is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The aim of the paper is to present on the basis of the study of literature the essence of coaching, the creative industries in the modern economy, the culture of coaching in relation to the creative class as well as issues relating to the development of relations between the client and the coach. The study also pointed out the differences between coaching, counselling and consulting, distinguishing features of modern coaching and highlighted the factors affecting the process of shaping the relationship between the client and the coach. With regard to the creative class coaching extends its alternative development of people and their organizations, based on the values of communication, acceptance of diversity and individuality, strengthening the sense of subjective efficacy and integrity, while expanding individual consciousness. As a result, this enhances the effect of stimulating creativity, which directly affects the development of the creative class as an essential element of the proper functioning of an important sector of the economy, which is the creative industry. [ABSTRACT FROM AUTHOR]

Purpose ? The purpose of this paper is to explore the expansion of the coaching context in organizations through team and group coaching. The paper provides definitions and several examples of what these engagements look like, along with key considerations when expanding the coaching conversation. Design/methodology/approach ? The paper is based on research undertaken during the writing of two books on group and team coaching, including more than two dozen interviews with team and group coaches. Findings ? Group and Team Coaching are two modalities for expanding the coaching conversation in organizations. They provide opportunities to scale coaching, build organizational capacity and reduce the silos. Practical implications ? The paper provides examples of what team and group coaching can look like in action, informing coaches, leaders and other practitioners as they approach expanding the coaching conversation. Originality/value ? Group and team coaching are emerging sub-disciplines of the coaching profession. This paper will stimulate dialogue regarding how these modalities can be leveraged within organizations, and differences with related fields. [ABSTRACT FROM AUTHOR]

This case study charts the progress of a two-year programme to build a coaching culture at a small Australian multinational organisation. The intervention consisted of executive coaching and coaching skills workshops aimed principally at potential successors to the senior leadership team. Over the course of the programme the organisation went through many changes, including an organisational restructure and a change in CEO. The outcome of the intervention is discussed with reference to previously published models for implementing a coaching culture and to work on complex adaptive systems. [ABSTRACT FROM PUBLISHER]

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]

This paper explores some of the key challenges facing the growing profession of coaching. These include: ensuring that coaching is meeting the needs of both the coachee and the organisation, and also that there is demonstrable return on investment. To meet these needs it is necessary to ensure quality of practice through such means as supervision and review, establishing an appropriate profession, and moving beyond an individual focus to also focus on the wider systemic context. The paper is written from a personal perspective, from someone who has been involved in coaching, supervising coaches, advising companies on their coaching strategy and carrying out research in the field of Coaching Supervision. The primary focus is on coaching in the British context, but the author does also include reference to experience in other countries. [ABSTRACT FROM AUTHOR]