Creating a coaching culture

Purpose - This paper aims to summarise the author's recent research into what is involved in creating a coaching culture.Design methodology approach - Based on a series of organisation cases six dimensions are identified and four sub-dimensions within each, and an instrument is developed that a...

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Bibliographic Details
Published in:Industrial and commercial training 2006-08, Vol.38 (5), p.232-237
Main Authors: Megginson, David, Clutterbuck, David
Format: Article
Language:English
Subjects:
Case studies
Coaching
Corporate culture
Culture sociology
Ethics
Executives
Feedback
Managers
Mentoring
Mentoring programs
Organization theory
Questionnaires
Role models
Studies
Succession planning
Citations: Items that cite this one
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Summary:Purpose - This paper aims to summarise the author's recent research into what is involved in creating a coaching culture.Design methodology approach - Based on a series of organisation cases six dimensions are identified and four sub-dimensions within each, and an instrument is developed that assesses the level of development of organisations across these dimensions. More work remains to be done in validating the instrument, but it has already been found to provide a framework for consideration of the issues in creating a coaching culture in a number of international organisations.Findings - The study finds that addressing the organisational dimension by exploring the agenda for creating a coaching culture is one way to direct attention and energy towards the business benefits. The fuller findings of this study are published as in Making Coaching Work: Creating a Coaching Culture.Practical implications - The article provides an agenda for practitioners - both business leaders and development advisors, and also offers a framework for future research.Originality value - This article seeks to highlight the paucity of previous research in this area and to outline what can be done in practice to enhance the impact of coaching so that it affects the organisation culture, not simply the behaviour of individual managers.
ISSN:0019-7858
1758-5767
DOI:10.1108/00197850610677670