Coaching and Its Effects on Work Motivation and Commitment Among Generation Z
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Generation Z is the youngest generation entering the workforce, which makes understanding its
work-related expectations essential for organizations. This generation is considered distinctive
in terms of its values and expectations, which emphasize meaningful work, individuality, and
continuous feedback. It is important for organizations to recognize these needs to develop
leadership practices that attract and retain young employees. Examining coaching leadership is
particularly relevant, as it offers an approach to addressing these changing expectations in a
working life where traditional leadership models may no longer be sufficient.
This study examines the effects of coaching leadership on work motivation and organizational
commitment among Generation Z. The study has been conducted as a qualitative study, and the
data have been collected through nine semi structured thematic interviews. The participants
represented different industries, and all interviewees belonged to Generation Z. The data have
been analysed using qualitative content analysis, through which key themes and meanings
related to the relationship between coaching leadership, work motivation, and organizational
commitment have been identified. The aim of the study is to examine the significance of
coaching leadership specifically in relation to the work motivation and organizational
commitment of this generation.
The results indicate that the key characteristics of coaching leadership such as supervisor
support, regular feedback, individual opportunities for influence, and work life balance form a
framework that promotes employees’ autonomy, competence, and sense of belonging. The
findings suggest that coaching leadership not only enhances work motivation but also
strengthens employees’ experiences of participation and influence. The study highlights that
Generation Z particularly values feedback and people-oriented leadership. Coaching leadership
emerges as a key factor in meeting these needs. It supports motivation and organizational
commitment by strengthening the experience of meaningful work, professional development,
and job satisfaction. However, the effects are context dependent and influenced by how
leadership practices are implemented within organizations.
Overall, the study demonstrates that coaching leadership is part of a broader transformation in
working life, where employee centeredness, interaction, individuality, and well-being are
increasingly emphasized. Based on the findings, organizations should invest particularly in
supervisors’ interaction skills and the development of a feedback culture to meet the
expectations of the younger workforce. The continuous transformation of working life requires
organizations to adapt to attract, engage, and retain skilled employees in the long term.