Search results

This paper aims to highlight a link between the rise of executive coaching practice and less importance being place on growing a coaching culture in organizations. This paper seeks to outline how a coaching culture can be fostered through an emphasis on a relational field coaching approach.

The main research method is based on case studies and action research from the author's own organizational practice.

The paper emphasizes that a focus on the context or situation of coaching is just as important as individual considerations in a coaching dyad.

The paper calls for a review of the effectiveness of one‐to‐one coaching compared to establishing an organizational coaching culture.

This paper is a timely reminder to leaders, managers and HR practitioners to review the cost effectiveness of procuring external coaching versus developing internal coaching capability. In addition, it challenges organizations to refocus on the continuum of coaching interactions rather than just the “external expert” role.

This paper aims to summarise the author's recent research into what is involved in creating a coaching culture.

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.

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.

The article provides an agenda for practitioners – both business leaders and development advisors, and also offers a framework for future research.

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.

This chapter presents the opportunities, strategies, and challenges related to an effort to embed a leadership coaching culture into the culture of an academic institution in Nairobi, Kenya. That effort has been the work over the past several years of four Certified Organizational Effectiveness Coaches trained by Coach Development Institute of Africa. Each tells the story of how and why she moved into coach training and why she views coaching as key to driving social change. The chapter describes the strategies they are using to address opportunities they see and challenges they have encountered. The chapter also presents their preliminary thoughts on a coaching model influenced by both Western approaches and African cultural beliefs, values and attitudes.

The aim of this paper is to focus on how to create a coaching culture in organizations through coach training and external coaches.

The writer draws on her experience in corporations as a board director and as a consultant to organizations in the field of coaching.

Conclusions are drawn about the effectiveness of coach training over external coaches and the best ways of implementing a coaching culture.

Advice is given regarding: the principles of a coaching culture; how to launch a coaching program; a ten point plan for implementing a coaching culture; how to choose external coaches; how to choose coaching skills training; challenges of coaching in the workplace; informal coaching in the workplace; and uses for coaching skills in the workplace.

The writer's broad experience of designing and delivering cross cultural coaching programs, and as a board level director, enable her to challenge existing concepts, to offer original solutions and to describe the pitfalls inherent in implementing any coaching program.

The paper's aim is to assist OD managers in the design and implementation of a coaching culture in their organization.

This is a conceptual/discussion paper, which draws on real world examples and is supported by the coaching literature.

OD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.

There is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.

This paper aims to explore why creating a mentoring culture can help to transform businesses and solve key recruitment, training and development and retention issues. It looks at what a mentoring culture is and the benefits and provides advice for companies on how to build this kind of culture.

This paper considers the approach taken by leadership coaching company The OCM to develop effective coaching and mentoring programmes which can contribute to organisational success in an ever-changing business environment. This paper explores current business challenges and how they can be overcome.

Creating a mentoring culture can transform a business. It can address many talent and leadership-based challenges and tap into the potential of knowledge transfer across a multi-generational workplace. The paper includes two case studies of organisations whose experiences of mentoring and coaching have been overwhelmingly positive and led to much-needed cultural shifts.

This paper attempts to raise awareness of the benefits of mentoring and coaching as an effective method for attracting, developing and retaining people and meeting the challenges of a modern workplace.

The aim is to explore how Microsoft Advertising built a coaching culture across its global sales manager population.

This case study illustrates how a coaching program was delivered that allowed for the complexity within the business as well as being flexible enough to meet the needs of different cultures.

This practical case study material from Microsoft Advertising, a global provider of digital advertising platforms, shows how the learning and development team developed the performance coaching capability of sales managers in order to lift the performance of the global sales force.

It explores the implications of designing a program suitable for global delivery across five continents, in ten countries and with 22 nationalities of participants, as well as the practicalities of delivery.

This paper provides information on the coaching culture across Microsoft Advertising's global sales manager population.

Schools are traditionally hierarchical organisations with headteachers holding significant influence to effect change. The purpose of this paper is to present the findings of an investigation into the experiences of school leaders introducing coaching cultures into their schools.

This study adopts a phenomenological approach. In total, 20 face-to-face, semi-structured interviews were conducted with headteachers and deputy headteachers in the UK. Thematic analysis was used to code the data and identify themes.

The paper reports on six themes based on the experiences of school leaders who participated in this study: personal beliefs about coaching are influenced by prior experiences; frustration about the pace of change; pressure of conflicting demands; feelings of isolation; the need for confidence to see the process through; and experiencing personal growth. The findings of this study shed light on the experience that school leaders may face when introducing coaching initiatives.

These findings are unique to the participants of this study and therefore not representative of a general population of educational leaders. Further research into factors that can influence the successful introduction of coaching initiatives into educational settings is recommended.

The paper includes implications for school leaders who wish to introduce coaching initiatives into their educational contexts. It is argued, for example, it is helpful for school leaders to reflect on their own beliefs about coaching before initiating cultural change within their schools.

This paper fulfils an identified need to understand leadership experiences in relation to coaching in schools. This understanding will support policy makers and school leaders interested in embedding coaching cultures within schools.

Philippe Rosinski, author of Coaching across Cultures (Nicholas Brealey, 2003) talks to Bruce Lloyd, Professor of Strategic Management, London South Bank University about the themes of coaching, culture and leadership.

Interview format.

The interview reveals the importance of purpose and meaning; the growing pressure on traditional hierarchical structures; parenting skills and the changing characteristics of a good coach?

Discusses ways of optimising coaching potential and proposes methods of practical coaching training.

Universities and higher education institutions (HEIs) are increasingly recognizing the value of coaching for professional and organizational development. This study is designed to investigate whether Cognitive Coaching, implemented as a programme in an HEI in Oman, made any difference to the behaviour and attitudes of employees holding leadership positions in academic, administrative and professional services departments. It also explored the factors that hindered or supported the coaching programme and offers recommendations to strengthen coaching initiatives in similar contexts.

Semi-structured interviews and focus group discussions were used to collect feedback from the 15 participants of the programme. A case study approach was adopted in this study for an in-depth examination of the effectiveness of coaching interventions.

The findings suggest that coaching can be an effective approach, facilitating personal and professional development and also contributing to the achievement of organizational goals.

As a case study of a coaching programme in a single institution, the findings of the study are not generalizable to other contexts, though a “thick description” of the context in which the study took place will enable institutions in similar contexts to draw lessons from the experience.

This study discusses the benefits of a coaching programme for an HEI in the Middle East. Suggestions to strengthen coaching include board level endorsement and sensitivity to cultural nuances in coaching relationships.

One of the effects of a coaching programme is the collegial atmosphere that it can foster. This can have wider impacts on the community as there is more open communication and trust engendered amongst employers and employees belonging to different cultural backgrounds.

This study is one of the first to report the findings of a systematically organized coaching programme in an HEI in the Middle East.