A Coaching Culture Definition: An Industry-Based Perspective From Managers as Coaches

Despite increasingly common references to “coaching cultures,” little empirical research has been conducted to understand the nature of coaching cultures. Our study aims to address this gap with a study of Australian managers. In their responses to open-ended questions, managers gave us insight into...

Full description

Saved in:
Bibliographic Details
Published in:The Journal of applied behavioral science 2020-06, Vol.56 (2), p.237-254
Main Authors: Milner, Julia, Milner, Trenton, McCarthy, Grace
Format: Article
Language:English
Subjects:
Coaching
Culture
Empowerment
Managers
Organizational culture
Ownership
Role models
Top management
Training
Transparency
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Despite increasingly common references to “coaching cultures,” little empirical research has been conducted to understand the nature of coaching cultures. Our study aims to address this gap with a study of Australian managers. In their responses to open-ended questions, managers gave us insight into their experiences of coaching cultures. The elements needed to create a coaching culture are consistent use of different types of coaching across the organization, a formalized process, provision of appropriate training and resources, the involvement of top management, transparency of benefits, and the alignment with organizational values such as ownership, empowerment, collaboration, and respect. Managers should take a proactive role in the creation of coaching cultures within their organizations, including acting as coaching role models, actively engaging in training themselves, and promoting the benefits of such a culture.
ISSN:0021-8863
1552-6879
DOI:10.1177/0021886320905126