This book reports on an empirically-based, theoretical model of coaching culture development over four stages. This is the first model of coaching culture development that goes beyond the listing of stages and strategies in the academic literature based on pracademic experience. It is a dynamic, process model which informs practitioners of how to develop a coaching culture in organisations. Each stage is explained in terms of how coaching is conceptualised by organisational leaders, the motivation for introducing coaching into the organisation, the organisational members who are the recipients of coaching, and those who are involved in delivering the coaching at each stage. The model contributes to the academic literature and the growing calls for coaching to become a discipline in its own right.
Author(s): Susanne Knowles
Publisher: Springer
Year: 2022
Language: English
Pages: 188
City: Cham
Acknowledgements
About the Book
Contents
List of Figures
List of Tables
About the Author
Chapter 1: Introduction
What Is Coaching?
Misconceptions of Coaching
Contemporary Views of Coaching
Research Study
Summary of Findings
Structure of the Chapters
References
Chapter 2: Research on Coaching and Coaching Culture
Definitions
Types of Coaching
Coaching Culture Practice
Why Develop a Coaching Culture?
Benefits of Coaching and a Coaching Culture
Theoretical Basis for Coaching and a Coaching Culture
Educational Underpinnings to Coaching
Psychological Underpinnings to Coaching
Management Underpinnings to Coaching
Integrated Model of the Evidence for a Coaching Culture
Organisational Culture
Coaching Culture as a Subculture
References
Chapter 3: Process Model of Coaching Culture Development
Extant Models of Coaching
Extant Models of Coaching Culture Development
Deficiencies in Current Approaches
A Theoretical Model of Coaching Culture Development
Theoretical Contributions of the Theoretical Model
Stages Identified in the Theoretical Model of Coaching Culture Development
References
Chapter 4: Stage 1: Coaching-as-Intervention
Utilitarian Conceptualisation
Instrumental Motivation
Individual Drivers
Outsourced Delivery
Stage 1: Illustrative Examples: Coaching-as-Intervention
Chapter 5: Stage 2: Coaching-as-HR-Function
Pedagogical Conceptualisation
Developmental Motivation
Functional Drivers
Targeted Delivery
Stage 2: Illustrative Examples: Coaching-as-HR-Function
Chapter 6: Stage 3: Coaching-as-Leader-Capability
Practice Conceptualisation
Performance Motivation
Business Drivers
Internalised Delivery
Stage 3: Illustrative Examples: Coaching-as-Leader-Capability
Chapter 7: Stage 4: Coaching-as-Culture
Organic Conceptualisation
Transformational Motivation
Top-Down Drivers
Integrated Delivery
Stage 4: Illustrative Examples: Coaching-as-Culture
Chapter 8: Transitioning Across Stages
Strategies in the Extant Literature
Transitions Between Stages
Strategies and Mechanisms
Transition Strategies Identified from the Model
References
Chapter 9: Transition from Stage 1 to Stage 2
Learn (Education): Mindset Shift
HR Professionals Are Formally Trained as Coaches
HR Develops In-House Coaching Skills Curriculum
Grow (Psychology): Cognitive Restructuring
HR Professionals Experience Being Coached
Lead (Management): Acquisition of Leader Competencies
Coaching Is Positioned Within HR
HR Develops the Infrastructure for Coaching
HR Establishes the Support for Coaching
Accredited Coach Network
Coaching Circles
Coaching Communities
HR Establishes Coaching Panels
Chapter 10: Transition from Stage 2 to Stage 3
Learn (Education): Malleable Perspective
Coaching Is a Core Capability Within a Leadership Development Framework
Managers Are Trained in Coaching Skills to Become Leaders
Coaching Is Embedded into All Leadership and Executive Development Programmes
Grow (Psychology): Social Restructuring
Leaders Experience Being Coached
A Coaching Leadership Style Replaces Command-and-Control
Any Unwillingness of Leaders to Coach Is Addressed
Lead (Management): Motivation and Performance Improvement
Coaching Is Positioned Within Business Units
Leaders Coach Their Direct Reports and Others in the Organisation
Leaders Create a Safe Environment in Which to Coach
Regular Feedback Coaching Sessions Replace the Annual Performance Review
Specialist Coaches Are Trained to Coach Within Business Units
Internal Coaches Are Appointed to Work Within Business Units
An Internal Coaching Team Is Established to Work Within Business Units
Chapter 11: Transition from Stage 3 to Stage 4
Learn (Education): Learning, Growth and Development
CEO and Senior Executives Are Formally Trained as Coaches
CEO and Senior Executives Have Absolute Clarity About What Coaching Is and Is Not
CEO and Senior Executives Model Buy-In, Engagement and Sponsorship
Grow (Psychology): Self-Regulation and Emotional Intelligence
CEO and Senior Executives Experience Being Coached
CEO and Senior Executives Adopt a Growth Mindset
CEO and Senior Executives Believe in the Value and Potential of All Employees
Lead (Management): Business and Relationship Improvements
Coaching Is Positioned at the Organisational Level as a Strategic Priority
CEO and Senior Executives Align Coaching with Vision, Values and Behaviours
CEO and Senior Executives Define the Organisational and Business Goals from Coaching
A Recurrent Budget and Resources Are Allocated to Coaching
The Return on Investment from Coaching Is Measured
A Senior Executive Is Appointed as a Coaching Champion
A Communication Strategy Is Developed to Introduce and Sustain Coaching Practice
CEO and Senior Executives Analyse Every Aspect Through a Coaching Lens
Organisational Levers to Maximise the Impact of Coaching Are Identified
Coaching Is Applied More Broadly Across the Organisation
A Coaching Framework Is Attached to All Training Activities
Coaching Is Conducted Throughout the Organisation
Peer Coaching Is Conducted Throughout the Organisation
Coaching Relationships Are Extended to External Customers and Suppliers
Chapter 12: Conclusions
A Blueprint for Cultural Change
Implications for CEOs and Senior Executives
Implications for Organisational Leaders
Implications for HR Professionals
Training in Coaching Skills
Delivery
Coaching Infrastructure
Internal/Specialist Coaches
Index
