Coaching culture model as a driver for a successful team management

Abstract

Current fast-paced environment challenges companies to shift the focus of business away from control, power and micromanagement towards personal and professional progression by learning and upskilling practices, as well as nurturing leadership competencies, in order to stay competitive. Coaching has been considered a practice that enables businesses to facilitate growth, assist learning, thus getting to a safe environment pushing self-confidence, mutual support, creativity, multicultural communication. Yet, there is a lack of clarity on what coaching represents as a phenomenon, as well as how exactly companies can benefit from it and, if they can, which formats are the most efficient in which cases. Moreover, it is not enough to develop and implement a set of separate coaching practices - in order to see the qualitative outcomes, coaching culture model should be developed and applied. Therefore, this study takes a step forward in the understanding of coaching culture framework, develop a coaching culture model and see how it can be useful within the corporate environment.

Theoretical base for this research consists of coaching theories by Whitmore, Bachkirova, Cox, Clutterbuck, Jakonen, Vesso, Alas as well as other authors, such as Wolf, Rosha, Lace etc. who studied factors impacting coaching process and its outcomes. Change management models by Lewin and others are used for coaching culture model implementation planning.

The empirical analysis was made with qualitative research. The case company participating in the research went through the company-wide questionnaire, while a few team members completed the semi-structured interviews. The activities were made before and after the coaching culture model was implemented in the company.

The conclusion of the study is that coaching culture model has a positive effect on the team management process. The final version of the model ensures that by addressing the following aspects: having structured processes towards agile and team metrics’ establishments (Objectives and Key Results, Key Performance Indicators etc.), waterfalling practices from the leadership team as the starting point and towards the rest of the teams, making sure applied practices are customized for each particular team to ensure its full efficiency, encouraging commitment and engagement, thus boosting employees’ potential. These results are discussed by formulating the theoretical and practical implications of the research, limitations and suggestions for further research on the topic.